This term paper analyzes, What competencies are required in leaders of intercultural teams in the pursuit of successful leadership?
Firstly, difficulties in intercultural environments and settings are presented. Afterwards the potential, difficulties and requirements on Intercultural Leadership (IL) are defined. Looking at the GLOBE study the variety of leadership styles in different countries are going to be inspected. In detail this term paper is going to focus on leadership styles in Germany and the USA. The explored differences create potential for misunderstanding, frustration and ineffectiveness.
Guidance in an intercultural context does not only require professional qualification, but fundamental Intercultural Competencies (IC) and Intercultural Intelligence (II), that are going to be investigated in this elaboration. These skills are also crucial for team building. In this paper the MBI framework is an example.
The conscious usage of IC and II distributes slowly in the corporate world. During my research I was unable to find one company meeting all of them in their principles. To explore different approaches the strategies of Amazon and Weleda are considered. In Australia due to the population many cultures meet. The Australian Human Rights Commission has investigated the influence of different skills in leadership. To take it to an expert meta perspective an interview is analyzed.
Table of Contents
1 Introduction
2 Intercultural Leadership
2.1 Intercultural settings
2.2 Classification of leadership in an intercultural context
2.3 Culture-dependent leadership styles
3 Skills & competencies
3.1 Intercultural Competencies
3.2 Intercultural Intelligence
3.3 Effects on teamwork (MBI)
4 Application of IL skills
4.1 Amazon.com, Inc
4.2 Weleda AG
4.3 Leadership in Australia
4.4 Meta perspective
5 Conclusion/ Critical acknowledgement
Objective and Thematic Focus
This term paper explores the specific competencies and intelligence required for leaders to effectively manage intercultural teams in an increasingly globalized economic environment. It examines the challenges inherent in cross-cultural interactions and investigates how leadership styles vary across different national contexts, ultimately identifying strategies for successful team cohesion.
- Analysis of Intercultural Leadership (IL) challenges and requirements.
- Comparative study of leadership styles in Germany and the USA using the GLOBE framework.
- Evaluation of core skills, specifically Intercultural Competencies (IC) and Intercultural Intelligence (II).
- Application of the MBI (Map-Bridge-Integrate) framework for sustainable cross-cultural teamwork.
- Review of corporate approaches to diversity and leadership at Amazon and Weleda.
Excerpt from the Book
3.3 Effects on teamwork (MBI)
In this chapter a superficial outlook on transforming the competencies into a strategy for action is given:
The greatest challenge in globalization and internationalism is working through and with all the differences. For team building and collaborations a framework has been developed. It is called MBI and describes three phases to create sustainable cross-cultural teamwork (cf. Lane & Maznevski, 2014).
Firstly, awareness of differences is created. This includes perspectives, framework, personality etc. All of them are information to create a deeper understanding. This process is called Mapping. Seeing all those differences creates a gap between participants. With Bridging an efficient way of interaction is applied in the pursuit of creating value in the differences. The communication must not contain blame but helps focusing on similarities. In the integration part of the process findings are used to unite and build on it. A successful mapping process leads to a high performing work force (cf. Lane & Maznevski, 2014, p. 73). Creating a Winning Team Feeling by developing and facilitating strengths motivation can be increased in a team. This effect benefits from cherishing the team and team members for their achievements. If an employee genuinely believes that one is part of a Winning Team, this energy creates confidence. This impacts not only the business positively, but also the interaction with clients and investors. The success potential expands. But yet this effect also works the other way round (cf. Bruch et al., 2006, p. 61).
Chapter Summary
1 Introduction: This chapter outlines the impact of globalization on business and identifies the need for competent leadership to navigate intercultural challenges and team dynamics.
2 Intercultural Leadership: This section defines the terminology surrounding internationalization and examines how leadership styles are influenced by culture, including a comparison between German and American styles.
3 Skills & competencies: This chapter explores the essential traits of effective leaders, specifically focusing on Intercultural Competencies, Intercultural Intelligence, and the MBI framework for team building.
4 Application of IL skills: This part reviews how specific companies like Amazon and Weleda apply these leadership principles and discusses the findings of the Australian Human Rights Commission regarding leadership diversity.
5 Conclusion/ Critical acknowledgement: This final chapter synthesizes the main findings, emphasizing that while there is no universal leadership style, specific cognitive and emotional skills are vital for success in diverse environments.
Keywords
Intercultural Leadership, Globalization, Intercultural Competence, Intercultural Intelligence, MBI framework, Team building, Leadership styles, Diversity, Cross-cultural management, Organizational behavior, GLOBE study, Cultural dimensions, Employee expectations, Corporate culture, Meta perspective.
Frequently Asked Questions
What is the core subject of this term paper?
The paper focuses on the essential skills and competencies required for leaders to effectively manage and guide intercultural teams in a globalized corporate landscape.
What are the primary thematic areas covered?
The core themes include Intercultural Leadership (IL), the GLOBE study on cultural leadership styles, Intercultural Competencies (IC), Intercultural Intelligence (II), and the MBI (Map-Bridge-Integrate) framework.
What is the main research question of the work?
The primary research question asks: What competencies are required in leaders of intercultural teams in the pursuit of successful leadership?
Which scientific methods or frameworks are utilized?
The author employs a literature review approach, utilizing frameworks such as the GLOBE study for cultural classification and the MBI framework for actionable team-building strategies.
What does the main body of the text cover?
The main body defines the challenges of intercultural settings, details necessary competencies, provides a comparative analysis of leadership styles in Germany and the USA, and analyzes real-world corporate applications.
What key terms characterize this research?
Key terms include Intercultural Leadership, MBI framework, Intercultural Intelligence, Globalization, and Diversity management.
How does the author define 'Mapping' within the MBI framework?
Mapping is the first phase of the MBI framework, which involves creating awareness of differences in perspectives, frameworks, and personalities among team members to foster a deeper mutual understanding.
What role does the 'Winning Team Feeling' play in the discussed leadership strategies?
The 'Winning Team Feeling' is a result of effective team integration where members feel genuinely valued and part of a successful unit, which in turn boosts confidence and improves interaction with clients and investors.
- Arbeit zitieren
- Nora Stracke (Autor:in), 2020, Leadership skills in an intercultural context, München, GRIN Verlag, https://www.hausarbeiten.de/document/1030797
