The trend of a global marketplace has given rise to needs for multinational companies. Literature on global business, HR development and management, social problems, etc. has, of late, greatly focused on the key subject of global leadership efficacy (Caligiuri & Tarique, 2012). Leadership represents a central element of every firm. However, leadership ability and function is increasing in complexity with enhanced engagement in technological development and globalization (Ulrich & Smallwood, 2012). People hailing from diverse cultures may have different ideas regarding, and expectations from, corporate leaders. Hence, this paper aims at determining an inclusive leadership approach's contribution to reinforcing corporate culture within a diverse international workforce, having individuals hailing from the US, Germany, Greece, Iran and Singapore.

An overview of the traits of inclusive leadership

Commitment: Developing an inclusive, assorted workforce requires commitment of corporate leaders' energy and time, which are the two elements most important for them. Besides having faith in the proposed undertaking, an inclusive manager will be guided by his/her ideals, which include a profound sense of justice that, in case of certain individuals, is imbedded in individual experience.

Courage: An inclusive leader may exhibit courage in the following ways. Firstly, he/she will not shy away from challenging the established corporate practices and mindsets which give rise to homogeneity, despite the possibility that their suggestion is culturally or politically disliked. They also do not shy away from demonstrating humility and openly accept their individual flaws, soliciting others' contributions to surmount them.

Bias awareness: An inclusive manager realizes that individual and company prejudices limit their visual field, preventing them from unprejudiced decision-making. They strive significantly towards identifying personal prejudices and learning ways to stop shaping talent decisions.

Cultural intelligence: Corporate leaders, such as chief information officers, must be familiar with cultures other than their own. Beyond theoretical knowledge, the concept of cultural intelligence implies leadership capacity of altering their approaches to make them consistent with diverse...
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For achieving this, inclusive managers cultivate a corporate climate wherein every worker is permitted to freely voice his/her view with coworkers, superiors, and subordinates.

Key leadership skills required to create an inclusive organizational culture

Foster Self-Awareness

Ascertain personal fortes and shortcomings. A global leader must perform self-awareness evaluations or examinations for determining their personal fortes and shortcomings.

Respect individual differences. A global leader is faced with a highly complex and diverse universe that necessitates respect for, and understanding of, individuality (Holt & Seki, 2012).

Bridge the cultural divide by seeking commonalities. Concentrating only on how one differs from others does not form the absolute way to resolve interpersonal issues.

Recognize Cultural Stereotypes

Refrain from engaging in stereotyping and prejudices. A global leader must grasp the local culture of their company setting, look at things from their subordinates' viewpoint, and display tolerance towards different cultures (Holt & Seki, 2012). A grasp of cultural stereotyping will aid leaders in surmounting personal prejudice and respecting other people within diverse workplaces. Personal prejudice against those belonging to other nationalities or against those who differ from oneself in any other aspect may lead to failures in company discovery of competent personnel, and in developing workforce trust, productivity, dedication and loyalty to the company.

Improve Self-Assurance

Always remain at the fore by thinking one step further, and enthusiastically face and tackle challenging scenarios. A successful global leader must be progressive in his/her thinking, results-oriented, and success driven (Gutierrez, Spencer, & Zhu, 2012).

Understand the competition. Real leaders hone their self-assurance and capacity…