Leadership : Bridging Cultural Divide

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Leadership: Bridging Cultural Divide Whether from the U.S., Germany, India, or any one of the myriad countries that comprise the world today, each country generally has developed its own unique culture, idiosyncrasies, and customs for human interaction. Within each of these cultures, someone, at some point in time was looked upon by many of that country’s populace as a great leader; someone who was able to apply his or her understanding of the cultural nuances and gain the adoration of large numbers of people to accomplish, in many cases, seemingly impossible goals. Although historians can look to Abraham Lincoln, Adolph Hitler, and Mahatma Gandhi, to demonstrate their common individual character traits that made each great leaders of their time, few would be able to argue that Hitler would have been as effective as Lincoln in leading the United States through the civil war and ending slavery, nor would Lincoln have likely been successful at liberating India from British rule, and certainly the concept of Gandhi managing Hitler’s “Final Solution” would be preposterous (Rogers, 2011). Clearly, their respective understanding of the cultural nuances associated with their homeland represents a key component of effective leadership. While such examples represent an extreme application of the significance of bridging the cultural divide in leadership, a foreign middle manager of American employees must recognize the impact of cultural differences, adapt his or her methods
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