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Multicultural Leadership
Tolerance for Ambiguity in Global Managers
Each worker and manager in today's world is affected by globalization. This does not mean, however, that all individuals in each organization are equally prepared or equally capable of meeting the demands of a world in which traditional boundaries are overrun and even erased. One of the key qualities, especially for managers and other leaders, of succeeding in the world of global companies and global markets is a higher tolerance for ambiguity than would otherwise be needed. Bringing together people of different cultural values, traditions, and needs (whether this collection of differences occurs in the workplace or in the marketplace) requires an ability to be highly flexible. And key to the ability to be flexible is the ability to tolerate ambiguity (Williams, 2001).
To bring together the different voices of worker and consumers in a way that allows the strengths of diversity to come out while limiting the degree of conflict that can often occur in multicultural environments,...
Fundamental to the ability not to be defensive is the ability to understand that there is not a single right or wrong way to perform tasks (Harrison, Price, Gavin, & Florey, 2002).
Of course, there are a few exceptions to this dictum: A person who's heart has stopped beating should have their heart stimulated to restart before, for example, getting a manicure. But in any normal work situation, a realization that there are different ways of getting to a goal, and that difference between the habitual way of doing something and possible ways that arise through the negotiations among people from different backgrounds may well be far more powerful than the solutions that have arisen from a single cultural perspective (Diversity in Practice: Becoming Culturally Competent).
Indeed, the result of the honoring of only…
References
Diversity in Practice: Becoming Culturally Competent. Retrieved from http://www.centre4activeliving.ca/publications/wellspring/2006/oct/oct06.pdf
Bowen, F. & Blackmon, K. (2003), Spirals of silence: The dynamic effects of diversity on organizational voice. Journal of Management Studies 40: 1393 -- 1417.
Burns, P. & Schapper, J. (2008). "The ethical case for affirmative action." The journal of business ethics 83(3): 369-379.
Ely, R. & Thomas, D. (2006)."Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes." Administrative Science Quarterly 46(2): 229-273.
Global Leadership Global LeadershipIntroductionAny organizational success in the present globalized economy excessively relies on leadership. Leaders must deal with global economic realities (Mendenhall et al., 2013). Nonetheless, most leaders have not been educated, prepared, or trained to handle the current complex environment. Due to the increasingly global environment, leaders encounter several complicated challenges (Javidan et al., 2016). Any organization that plans to flourish within the global market has to enact
Leadership Skills Impact International Education CHALLENGES OF INTERNATIONAL EDUCATION Practical Circumstances of International schools THE IMPORTANCE OF LEADERSHIP IN EDUCATION What is Effective Leadership for Today's Schools? Challenges of Intercultural Communication Challenges of Differing Cultural Values Importance of the Team Leadership Style LEADERSHIP THEORIES Current Leadership Research Transformational Leadership Skills-Authority Contingency Theories APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING Wagner's "Buy-in" vs. Ownership Understanding the Urgent Need for Change Research confirms what teachers, students, parents and superintendents have long known: the individual school is the key unit
multicultural workplaces face when competing in the current market. As multiculturalism begins to have more of a presence in management and leadership positions, organizations will need to address issues unique to them and modify their leadership strategies. Implementing cultural programs would be one such strategy, and it would require organizations to evolve, look inward, and make transformational change in order to create and improve multicultural employee retention. Such a
Human Resource Management Book Review: The Management of a Multicultural Workforce Tayeb, Monir H. (1996) The Management of a Multicultural Workforce. London, England: John Wiley & Sons. Issues pertaining to diversity and cultural education that once used to be the sole province of major multinational corporations have now become central issues even in many small and medium-sized companies today. No company can take comfort in its currently enclosed organizational culture and simply assert
The solutions are numerous and more diversified. Knowledge is crucial for business success. There are two types of knowledge: explicit or tacit. The explicit type is easily codified, stored and transmitted to other individuals. As opposed to the former, the tacit one is embedded in people. The size of the tacit knowledge is proportional to the diversity of the workplace. Therefore, organizations face the increasing challenge today of finding ways
While one must applaud a sentiment such as, "... success in such matters comes from having determined their own identity, recognized their own distinct strengths, and sharing those strengths with the world," one must also question the hint of ambiguity that this presents when related to a desire to break down cultural barriers and promote discourse. This concern comes from my own experience of the way in which most modern