Introduction
In a time when the world has become so connected through the internet or even through fast flights, it is only natural that any leader understands the need for inclusion and cultural heritage when dealing with people. Multicultural leadership is important since it helps promote diversity and inclusion, which attracts people from different backgrounds to share their unique perspectives. Additionally, the administration supports globalization by bridging the cultural gaps among people to bring collaboration beyond borders to work together for the common good (Kezar, 2023). This kind of leadership also increases talent retention since those from diverse backgrounds feel more welcome and included, increasing their satisfaction and making them unlikely to leave. Conflict resolution can also result from the leadership, thus helping settle disputes, especially those resulting from cultural differences. One specific global interconnectedness goal is to promote global collaboration through cultural awareness in tech organizations.
Differences in Cultural Values
One difference in cultural values between societies is those that are individualistic versus those that are collectivist. Individualistic cultures empower independence, individual achievement, and personal goals, primarily prevalent in Western civilization. Collectivistic cultures, on the other hand, emphasize harmony in working together and promoting loyalty in family and company (Kezar, 2023).
Another cultural difference is power distance, where some cultures have a high power distance culture while others have a low power distance culture. The high power distance cultures, such as those in the Middle East and Asia, respect hierarchy and power unquestionably. In contrast, those in Nordic countries with a low power distance have more direct contact with those in power (Kezar, 2023).
Furthermore, there is a cultural difference in uncertainty avoidance, which could either be high or low. The cultures with high avoidance uncertainty value rules and governmental structures indefinitely find discomfort in having ambiguity in the power sector (Kezar, 2023). On the other hand, those with low uncertainty avoidance are more open to change and thus have a higher risk tolerance in power ambiguities.
Some cultures differ; masculine values drive some, while others are persistent in feminine values (Hussein et al., 2019). Cultures that are predominantly masculine are driven by values such as competitiveness, assertiveness, and ambition, a common culture in the U.S. and Japan. On the other hand, feministic cultures value nurturing, cooperation, and others primarily predominant in Nordic countries (Hussein et al., 2019).
Another difference in culture is between those with a long-term orientation and those with a short-term orientation. Those with a long-term focus on preservation and tradition, while those cultures with a short-term orientation are more inclined to values such as focusing on the present and getting quick results (Kezar, 2023).
Communication style is another significant cultural difference between high-context and low-context cultures (Kezar, 2023). Cultures such as those from China and Japan rely heavily on verbal cues and the understanding of the people, while the low context cultures rely heavily on clear, concise language.
How Leaders Can Be Better Using the Information
Understanding the culture can specify if a leader should inspire individuals to be more competitive or empower them to be cohesive and prioritize teamwork in collectivistic cultures (Kezar, 2023). Understanding power distance can help the leader take more or share decision-making with the people, which can be taken more positively if addressed to the right group (Pauliene et al., 2019).
Understanding the uncertainty tolerance of different cultures allows the leader to give clear instructions on proceeding for high-incertainty risk cultures or encourage innovation and autonomy in low-incertainty risk cultures (Kezar, 2023). The cultures with masculine values can be encouraged to achieve and provide recognition, while the feminine cultures can be promoted for cooperation and well-being.
Cultural Intelligence: Cognitive and Use to Leader
This form of intelligence involves understanding different cultures, their values, customs, norms, and communication styles, thus gaining cultural awareness and knowledge. It can help leaders learn about different cultures, thus understanding their behavior and avoiding misunderstandings in culture perception (Zampetakis & Mitropoulou, 2022). It also increases an open mindset that allows more diverse opinions and increases cohesiveness. It additionally provides an opportunity for cross-cultural training programs or workshops, which can help understand communication strategies, thus making communication more effective and sustainable (Zampetakis & Mitropoulou, 2022). The understanding of cultures that comes with cultural cognitive intelligence gives the leader the capacity to be open to ideas and respect the culture of each member such that the context they communicate with is taken positively by the team members (Zampetakis & Mitropoulou, 2022).
Physical Cultural Intelligence
This form of cultural intelligence is associated with the awareness of the physical attributes of different cultures, such as the gestures they make, the body language they use, the way they dress or eat, and other aspects that pertains to different context (Zampetakis & Mitropoulou, 2022). Leaders can use the knowledge of people’s physical and cultural depiction to help them adapt their behavior to the cultural context, for instance, how they dress for events or act when certain events occur (Zampetakis & Mitropoulou, 2022). This knowledge can also help leaders build trust with other people since they can show respect, which makes rapport easier. Leaders also get feedback from the team members, thus increasing their ability to adapt to their behavior faster, thus enabling stronger connections with a sense of teamwork demonstrated by the leader’s willingness to learn to respect each culture’s customs (Pauliene et al., 2019).
Emotional Cultural Intelligence
This form of intelligence involves the management of one’s emotions and understanding the emotions experienced by other cultures to know how to influence them through feelings such as empathy and trust building. Leaders can use emotional and cultural intelligence to develop empathy that helps them understand individuals from different cultural backgrounds, which can be done through active listening and showing genuine interest (Zampetakis & Mitropoulou, 2022). Having cultural and emotional intelligence also helps resolve conflicts, especially those involving cross-cultural teams, since the leader can effectively intervene while respecting both parties’ cultures. This can also help build trust by demonstrating authenticity, consistency, and a commitment to cultural sensitivity, which is required by any leader with a multicultural team (Zampetakis & Mitropoulou, 2022).
Strengths As a Multicultural Leader
Based on the results of my Cultural Value Profile, I can determine that I have cultural sensitivity since, in many cases, I am tolerant of changes and opinions of others while taking time to understand perspectives that enable trust (Hussein et al., 2019). Additionally, I have some level of conflict resolution that enables me to approach disagreements between team members with sensitivity coupled with an effective communication strategy that allows me to bridge the gap between team members’ capabilities for a stronger team (Hussein et al., 2019). Additionally, I have strength in adaptability as I am able to partake in other team members’ cultures and provide environments that make all feel included and free to share ideas without criticism.
Opportunities as a Multicultural Leader
Since I scored 38 marks in the assessment of 14-2, it shows I am average in appreciation for other people’s cultures and, therefore, have room for improvement. One opportunity is to continue learning and creating awareness of other cultures to increase knowledge of other cultures and trends. There is also an opportunity to improve diversity and inclusion by advocating for it and making initiatives in different organizations and companies wherever I am tasked with multicultural leadership (Bonsu & Twum-Danso, 2018). I can also network more to expand communication across different cultures and industries, which can help me learn from other multicultural leaders. There is also an opportunity for mentoring and coaching other team members to have more cultural awareness (Bonsu & Twum-Danso, 2018).
Recommendations
One recommendation is to provide cultural awareness training in technology industries by covering communication strategies and providing some case studies to help personnel get cultural context. Diverse leadership is also a factor to consider in increasing awareness since multicultural leaders will effectively connect the employees by bridging the gap between their cultures, thus increasing cohesiveness (Bonsu & Twum-Danso, 2018). Cross-cultural teams would also need to be employed in these tech companies to increase exposure to diverse backgrounds and make differences have no power. Global exchange programs can also be increased between tech companies to help people understand how to work with different cultures and learn about their cultures to show respect (Bonsu & Twum-Danso, 2018).
Call to action
The first thing is to start educating myself on different cultures, their values, and communication styles to become more culturally aware for more effective teamwork with a multicultural team. Additionally, one needs to lead by example by conducting activities with cultural sensitivity, which can influence other team members to act the same way (Hussein et al., 2019). The hiring process in the tech industry should also be diversified by including multicultural panel members and actively looking to fill slots with different cultured people. The organization should also engage in cross-cultural talks and events with other organizations, thus effectively promoting understanding between people (Hussein et al., 2019). Diversification progress should also be measured and evaluated to increase room for improvement and identification of milestones (Hussein et al., 2019).
Conclusion
It is only logical for any leader to appreciate the value of inclusivity and cultural heritage in today’s more interconnected globe, whether through the internet or even quick flights. Advancing globalization requires multicultural leaders since the people required to develop it belong to diverse backgrounds. The goal that has been explored in this presentation is collaboration through cultural awareness in tech organizations globally which is set to increase global interconnectedness and common goal achievement. The most effective actions to achieve this goal involve increasing education about cultural inclusivity, promoting diversity in hiring, and measuring success for improvement. Additionally, leading by example as a leader is crucial to a multicultural team to help them familiarize themselves with each other and bridge the existing cultural gap.
References
Bonsu, S., & Twum-Danso, E. (2018). Leadership style in the global economy focuses on cross-cultural and transformational leadership. Journal of Marketing and Management, 9(2), 37-52.
Hussein, A. R., Acquah, E. O., & Musah, M. B. (2019). Testing the cross-cultural validity of the Schutte self-report emotional intelligence test (SSEIT) scale. International Journal of Academic Research in Business and Social Sciences, 9(12).
Kezar, A. J. (Ed.). (2023). Rethinking leadership in a complex, multicultural, and global environment: New concepts and models for higher education. Taylor & Francis.
Pauliene, R., Diskiene, D., & Matuzeviciute, E. (2019). Complex approach on multicultural teams management & leadership. Journal of Educational and Social Research, 9(2), 8.
Zampetakis, L. A., & Mitropoulou, E. M. (2022). Emotional intelligence as a personality state: results from multilevel confirmatory factor analysis with daily diary data. Eur. J. Psychol. Assess. doi, pp. 10, 1015–5759.
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