Leaders are continuously confronted with their abilities to innovate, reengineer and to be vision oriented. Strategic leaders now inculcate total global mindset of reasoning tailored toward short-term (6 to 15 months) planning. Due to technology innovativeness, political and environmental sea changes in long-term (5 to 7 years) planning, leaders should cognitively and effectively be aware of turbulence brought about through dissonance in strategic planning. How leadership is defined within this context of a changing and evolving global economy meltdown, that has become a threat to the very existence of business organizational structure, is explored and explained. Papers or discussions should address leaders with a global mindset of reasoning that inspire managers to reinvent and safeguard organizational structures from corporate espionage in terms of production and technological inventions. In this current era of the late 21st century, a leaders’ capacity to navigate through the global economic trough, political and human capital sea, changes while setting benchmarks for others to follow. These leaders in businesses are at a comparative advantage over their competitors. Leaders must assess the brutal reality of their organizational structure, technical capacity, capital and systems to make sure it flows seamlessly and synergistically on a global basis. Leaders must be ethical and good corporate citizens around their global communities. Leaders must address the issue of alternative energy not from fossil fuels but from biofuels, Wind and Solar systems. These qualities and actions of a leader should be incorporated into the papers or discussions presented, as well as the topic of how feeds and feed stocks distilled from biofuels can be beneficial to developing nations with the global rational or reasoning.
For managers to perform at optimal operational functionalities, a shift from must take place from a local, national and international level of mindset, to a global mindset of reasoning, which requires continuous development through intellectual enlightenment. Theoretical frameworks should be used to explain the practical operations of managers. Papers could introduce germinal and seminar theories to make practice and explain a managers’ present existence. Development of local mangers’ orientation, rationale and thinking must be congruent with information technology, relationship marketing, and the capacity to operate effectively and efficiently through the line of productions, including the back and front offices. Papers or discussions could also infuse discussion topics such as (a) Management of Information Systems; which would include how the storage of informative materials in pertinent to the business, as well as how said storage should be safeguarded; (b) Value chains additive to supply and overall business or organizational products and services must be inculcated; (c) Considering the Strengths, Weaknesses, Opportunities, and Threats (SWOT) that confront managers within the present global meltdown; and (d) How managers must avoid the pitfalls from a global meltdown resulting from toxic financial assets generated from developed nations or from the global financial interconnectivities.