The aim of this literature review essay is to outline the potential of global teams, along with highlighting possible obstacles in their cooperation and the subsequently moderating role of multicultural leaders to enhance the overall team performance. Global team members are characterized by their heterogeneity in language, origin, and culture and thus, have a great potential to increase the performance of international operating organizations significantly. Nevertheless, higher creativity through different mentalities and low groupthink could be impeded by cultural misunderstandings and language barriers.
Multicultural leaders, who are identifying themselves with more than one culture, have the possibility to overcome these obstacles by enabling global teams to successfully cooperate. Cultural Intelligence, a global mindset and cross-cultural communication skills are required competencies on which multicultural leaders depend on in their roles as boundary spanner, bridge maker and blender.
Table of Contents
1. Introduction
1.1. Relevance for today’s organizations
1.2. Objectives, Scope and Limitations
2. Methodology (Literature Research Strategy)
3. Definitions, Concepts and Theories
3.1. Multiculturals, Multicultural & Global Team, Multicultural Leadership
3.2. Global Leadership
3.3. Cultural Intelligence (CQ)
3.4. Global Mindset
3.5. Positive Organizational Scholarship (POS)
4. How to Enhance the Cooperation of Global Teams Through Multicultural Leadership?
4.1. Current State of Research
4.1.1. Opportunities of Global Teams and their Key Characteristics
4.1.2. Challenges of Global Teams and the Roles of Multicultural Leaders
4.2. Conceptual Framework
4.3. Research Gaps
5. Conclusion
Objectives and Topics
This literature review aims to explore how multicultural leadership can enhance the performance and cooperation of global teams by mitigating challenges related to cultural and language barriers. The research examines the necessary competencies for leaders to effectively manage diverse work environments.
- Potential and characteristics of global and multicultural teams
- Challenges within cross-cultural cooperation
- Core competencies: Cultural Intelligence (CQ) and Global Mindset
- The moderating role of leaders as boundary spanners, bridge makers, and blenders
Excerpt from the Book
4.1.2.1. Boundary Spanner, Bridge Maker & Blender
Several specific characteristics are particularly prevalent for successful bi- and multicultural leaders, which distinguish themselves from their multicultural followers. According to LaFromboise et al. (1993) multicultural leaders “possess knowledge of cultural beliefs and values; positive attitudes toward majority and minority groups; bicultural efficacy; communication ability; a wide role repertoire; and a sense of being grounded” (Hong, 2010, p. 94). Friedman & Liu (2009) add adaptability and boundary spanning to the required multicultural leadership characteristics while Zander et al. (2012) confirms the leader’s role as boundary spanners and supplements it with their research on leadership roles as bridge makers and blenders.
Boundary Spanning comprises the connection of global dispersed virtual and multicultural teams with stakeholders around the world. At the same time, global leaders have to act as bridge makers to supporting the interaction and discussion among global team members. Additionally, multicultural executives are required to prevent or solve conflicts arising from cultural differences (Zander, et al., 2012). Considering the high number of involved intermediate parties, which are classified between multicultural and monocultural, multicultural leaders have to act as blenders to create a united identity between intermediate parties and multicultural teams. Global operating colleagues require a resolute appearance towards external company stakeholders, reaching high operating efficiency and a cross-cultural knowledge and resources leverage.
Summary of Chapters
1. Introduction: Presents the relevance of global teams in a digitalized world and outlines the objectives of the literature review.
2. Methodology (Literature Research Strategy): Describes the structured collection of secondary data and the selection process of academic papers.
3. Definitions, Concepts and Theories: Defines key terms like multicultural individuals, global leadership, and Cultural Intelligence to establish a theoretical foundation.
4. How to Enhance the Cooperation of Global Teams Through Multicultural Leadership?: Analyzes current research, identifies operational challenges, and discusses leadership roles in diverse environments.
5. Conclusion: Summarizes the importance of multicultural leaders as a valuable resource for global organizations in managing cultural diversity.
Keywords
Global Team, Multicultural Leadership, Cultural Intelligence, Global Mindset, Boundary Spanning, Cross-Cultural Communication, Team Performance, Multiculturalism, Biculturalism, Organizational Performance, Cultural Diversity, Leadership Competencies.
Frequently Asked Questions
What is the core focus of this work?
The work focuses on identifying how multicultural leaders can improve cooperation and performance in global, culturally diverse teams.
What are the central themes discussed?
Central themes include the opportunities and challenges of global teams, the role of leadership in conflict resolution, and the development of specific multicultural management competencies.
What is the primary research goal?
The primary goal is to examine which leadership competencies and roles are essential for maximizing the potential of multicultural teams and overcoming collaboration obstacles.
Which scientific method is applied?
The author uses a systematic literature review and meta-analysis of secondary sources, prioritized by the quality and citation counts of academic journals.
What is covered in the main section?
The main section investigates the current state of research on global teams, elaborates on the conceptual framework, and details specific leadership roles like boundary spanner and bridge maker.
Which keywords define the work?
Key terms include Global Team, Multicultural Leadership, Cultural Intelligence, Global Mindset, and the specific roles of boundary spanners, bridge makers, and blenders.
What distinguishes a “blender” in a leadership role?
A leader acting as a "blender" works to create a united identity between diverse intermediate parties and multicultural team members to ensure coherent collaboration.
Does the author see a potential threat from automation?
Yes, the author notes that emerging technologies like real-time translation might affect language barriers, raising the question of whether this could impact the future necessity of certain multicultural leadership roles.
- Quote paper
- Marco Berschneider (Author), 2019, How to enhance the cooperation of global teams through multicultural leadership?, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/1416346
