Cultural Competency and Group Leadership
Group leadership is important, in that a group needs to be cohesive. Without the right leadership there will be no cohesion, which can lead to the failing of the group (DeLucia-Waack, Kalodner, & Riva, 2013). While leadership does not seem particularly difficult for many people, there are many different facets to leadership that have to be addressed. One of these facets is multicultural competency. This means that a good leader must be careful to understand each person in the group and his or her culture, in order to take that culture into account when it comes to making the group work well together (Yalom & Leszcz, 2005). The cohesion of any group is difficult enough without cultural issues, but the gaps can be bridged when there is a good leader available. Learning to address multicultural issues can be taught, but some of it is also intuitive in nature (DeLucia-Waack, Kalodner, & Riva, 2013).
This is important to consider, because some people...
They take to the role more comfortably, and they have people who want to follow them. People who are leaders get and keep that title because they collect followers. People are drawn to them, and those people choose to follow them because they feel comfortable with them and are interested in what they have to say. That is different from being a manager, as a manager generally gives orders that other people have to follow. Leaders are more likely to work with their followers, instead of just giving orders and remaining behind a desk or in an office while those orders are carried out (DeLucia-Waack, Kalodner, & Riva, 2013). Even the most charismatic leaders, though, can alienate followers if they are not culturally sensitive. That is why multicultural leadership is so important, and why it must be addressed by leaders even before they start forming groups or collecting followers.
Culture is something that is ingrained in the majority of people. They grow up with it, and they generally embrace it -- or at least parts of it. However, a good leader must also be very careful to actually understand a person's culture, and to do that for each person in the group. There is a distinct difference between learning about and appreciating someone's culture, and making what he or…
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
Multicultural Diversity The topic of the project is "multicultural management in the virtual project setting." In today's globalized business environment, multicultural work teams are become the norm, rather than the exception. Often, projects are undertaken at multiple work sites around the world, so that not only are teams diverse, but they are virtual as well. The members of these teams, with their different ethnic backgrounds, will often have different values, and
However, this finding is dependent on the culture from which the leader comes from. This assessment is best applied, as was the case in Liu's study, among Japanese leaders being assessed by their Chinese employees; the same finding cannot be applied when Chinese employees were asked to assess their Chinese leaders'/managers' effectiveness in terms of leadership. Correspondingly, Chinese leaders are considered effective if they maintain a "frequent, mutually beneficial
Hence, a more corporate attitude is being embraced by pro-vice-chancellors, but the salient question in this article is this: will a university be better off with corporate-style, bureaucratic leadership, or with leadership that pursues academic excellence and a pure mission of educating students? Wang, Yong, and Poutziouris, Panikkos. (2010). Leadership Styles, Management Systems and Growth: Empirical Evidence from UK Owner-Managed SMEs. Journal of Enterprising Culture, 18(3), 331-354. Doi: 10.1142/So21849581000604. What these authors
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S. could employ, especially through the use of artillery. All these led to Fredendall losing the respect of his own commanders, to the degree to which they could, at any moment, consider that his orders would not be beneficial for their own divisions. In firing Fredendall, the most important leadership challenge for Eisenhower was to accept the fact that he had been wrong in appointment Fredendall to such a position for