The Importance Of Inclusive Leadership

The most useful culture assessment tools available to organizational leaders is the leadership competency tools. Here’s why? These tools relate to diverse cultures in the areas of organizational performance, productivity, and unity. This form of assessment has the potential of uncovering possible deficits in the leaders' different cultures and give the manager an opportunity to overcome perceived shortcomings. The leaders may require additional cultural intelligence training to be more effective. However, Human resource officials select future global leaders because these leaders already have acquired job-related technical knowledge (Daher, 2015). Groups at times often overlook interpersonal skills and cultural knowledge. For these reasons, initial cultural assessments are essential for new leaders.

By its name, inclusive leadership relies on all who are part of the team, capitalizing on mutual relationships that benefit both the leader and the team member (Hollander, 2012). Accomplishing goals with those on the team, rather than merely giving assignments presents a fundamental contrast between inclusive leadership and top-down configurations (Hollander, 2012). The comradery established between the leader and team member encourages a two-way relationship based on respect, responsiveness, responsibility, and recognition (Hollander, 2012). Effective leadership comes with the leader’s attention directed toward the needs and interests of the team

The Project GLOBE (Global Leadership and Organizational Behavior Effectiveness). The GLOBE research followed in Hofstede 's footsteps yet also searched for additional dimensions (Cater, Lang & Szabo, 2013, p. 446) as depicted and defined on Table II. In light of the GLOBE findings, earlier conceptualisations of culture have been reconsidered with respect to the impact of culture on leadership (Dickson et al., 2012 as cited in Cater et al., 2013, p. 447). GLOBE researchers introduced twnety one first-orderr “primary leadership dimensions” which were then condensed in six second-order “global leadership dimenions” that are charismatic/value-based, team-oreinted, participative, human-oreinted, autonomous, or self-protective (Cater et al., 2013, p. 450).

This report in this section will be discussed about leadership of managing diversity. Since the industrial revolution, the world economy had been developed rapidly. Especially after the end of World War Two, there are many multinational companies, which puts forward new requirements for the development of management. As a organizational decision makers and leaders, they also have a new understanding of leadership and organizational problems in the new era. Therefore, managing diversity as an important part of the problem with leadership is more and more widely accepted. It

This artifact was a written final exam analyzing issues relating to leadership and diversity in the course Leadership in Multicultural Organizations. This artifact demonstrates knowledge, comprehension, and analysis of the concepts and theories of leadership, issues of diversity in organizations, and strategies for managing differences among today’s multicultural workforce. I selected this artifact because it discusses and describes the link between leadership approaches and diversity and it compares and contrasts current leadership practices in the United States (US).

Managers in today’s world are important assets to the multicultural organisations. Leadership styles of managers are highly important in terms of managing the team of followers, which has a correlation to the productivity and results that the team would achieve in the future. By having good management, it contributes to the success of the organisation. Hence, it is vital to identify the different leadership styles especially in different cultures to suit the working environment and culture of the organization. In the present multicultural global business industry, cultural differences can come in the way of the success of project completion (Anbari, Khilkhanova, Romanova, & Umpleby , 2009) . It has been claimed that rigid leadership does not promote motivation and creativity, therefore, managers should lead by flexible leadership and be culturally sensitive, adapting to different cultures, for the team to be able to move forward and reach their goals (Anabri et al. 2009). The way a manager’s leadership takes place also affect’s the experience of the employees at work and the relationship between the manager and the employee. Jariya (2012, p66) states that ‘different cultures differ in the values they endorse, people from these cultures often interpret the same managerial practices

In order to form a leadership that keep on with the passage of time, international leaders and managers ought to demonstrate likely competences in cross-cultural cognizance and practice. It is vital they recognize the value of leadership and managerial potentials, and to grow and sustain effective leadership approaches and methods for abiding diversity management (Ulrich and Smallwood, 2012). The conjecture emerges is that successful and effective international leaders and managers holds key to solve the secret of working with diverse workforce and dealing with them for the purpose of organizational development in order to enhance competitiveness.

One of the major problems of working in an ethnocentric environment is that when diversity knocks on our door we are not always prepared to meet it. Although I do believe that according to construct 2 (13.2) our administrators are competent enough to address diversity issues I feel that the lack of such sometimes causes us to not be adequately prepared. As Holme et al (2014) suggest, we must be culturally responsive to our students’ needs from the top down (p. 61). This is to say that our administrators should be well prepared to deal with issues of diversity and then be able to hand this down to their staff and ultimately express this sentiment to the student population.

As organizations become increasingly global, the success of organizations is dependent on the leader’s skills in merging diverse cultures in building high performance teams across multiple countries. Global organizations are required to adapt to continuous changes in culturally diverse global business environment. Multinational leaders must become adapt to leading a culturally diverse workforce if the organization is to become transcontinental. Therefore, there must be an emphasis on diversity training and cultural sensitivity training across the organization, especially among members of executive leadership. Inclusive leadership has been presented as the most applicable global leadership style as businesses make the transition from a local to global mindset. This synopsis will discuss integrating varied perspective, negotiating strategies and cultural mindsets, and communicating methods that facilitate organizational strategy, This document will conclude with a summarization of this discussion.

Inclusive leadership is the practice of leadership that carefully includes the contributions of all stakeholders in the community or organization. The way a leadership mind is structured depend on how he structures his organization. An individual mindset might over shadow their ability to effectively overturn certain decision or behaviors. A leader’s values and characteristics strengthen the organization cultural diversity. Modern leaders use different styles and skills to shape human intuition. Their instinct reflect their ability to understand other’s cognitive ability. As a consultant in a global multicultural company, it will be very challenging to effectively lead an organization without implementing a strategic plan that promote respect, trust, loyal, and integrity. Prewitt, Weil, & McClure (2011) note, “Leadership involves creating a vision of the organizational future, devising a strategy for achieving that vision, and communicating that vision to all members of the organization” (p. 13). Depending on the structure of the organization, the leader’s mindset can and will change to adopt to the cultural diversity of the organization. Leadership, unlike management, is not dependent on position, title or privilege; instead it is an observable, understandable, and learnable set of skills that can be mastered by anyone that is willing to take the time and put forth the effort to learn them (Yukl, 1998). While implementing different strategies to improve the organizational

Organizations who make a commitment to diversity can see a significant impact on business in many ways. Diversity “requires a significant commitment for change to occur” (Delong, 2007, p.9). It is extremely important that leaders understand the commitment and embrace it in order for a positive impact to occur. Employers with diverse cultures and leaders can build positive and successful relationships with customers, suppliers and vendors. They can better attract and retain top talent. All of these equal more financial gain for the company.

Research has shown inclusive leadership is based on leadership that is ethical and all-encompassing driven by the leaders desire to honestly connect to subordinates. Ethical leaders understand all subordinates regardless of race, creed, color or national origin play an equally important role in the strategic organizational plan (Cottrill, Lopez & Hoffman, 2014). Such traits allow leaders to effectively engage with subordinates of a wide variety of cultural, demographic, and social constrictions. This assignment will address the role of inclusive leadership in strengthening the organizational culture among a diverse global group of employees. The organization is planting business operations in Greece, Singapore, Germany, and Iran and will be hiring employees from these diverse nations to work along with staff from the United States. The researcher has been hired as a consultant to bring the group of workers together and is tasked with synergizing the multicultural group into a cohesive group of high- performance workers.

However, without this awareness and much needed skill leaders run the risk of being overwhelmed by the organization which could cause power struggles that result in reduced initiative, innovation, and morale (Kotter, 1980). Most managerial, technical, and professional jobs have experienced an increase of diversity among people within organizations. Strong power and influence leadership skills are needed due to this increase of diversity (Kotter, 1980). As organizations of all kinds engage with issues of diversity and inclusion, they must frequently create new strategies that

Dreachslin, J. L. 2007. "The Role of Leadership in Creating a Diversity-Sensitive Organization." Journal of Healthcare Management 52 (3): 151-55.

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.