Essays on Multicultural Leadership Concept Coursework

Download full paperFile format: .doc, available for editing

The paper "Multicultural Leadership Concept" is a great example of management coursework.   Multicultural leadership involves the engagement of different races of people, different genders, different tribes and different age groups to work together as a team for a common goal. Multicultural leadership usually begins from within. Individuals have to accept the diversity of cultures and variation in capabilities among different people (Amot et al. , 1996). Multicultural leadership leads to a lot of benefits to the organization at large. The mode of leadership help the affected employee to learn how to work together as a team; they learn how to understand and respect each other regardless of his/her race.

Through the understanding, conflicts and disagreements are reduced leading to a better and a healthy working environment. The leaders in the position should execute good leadership and governance by employing diverse cultures in organizations. They should ensure they create a good understanding among the employees and respect of each one's culture. The leaders should recognize each one’ s tribe or culture by involving everyone in decision making and participation in organizations activities. The global structure of leadership creates a collective group operating as a family.

Each employee views the other partner as a relative. The relation generated help in the development of essential virtues like respect, generosity, kindness, and caring. This situation whereby an employee views the other workmate as a brother or a sister creates harmony and co-operation resulting in increased production. The working environment becomes friendly, and every member enjoys his/her career. Due to involving people from different races and background, global leadership will help the employees to accommodate different people religions and beliefs (Littrel 60). As a result, there will be acceptance of different spirituality in various cultures. Through globalization and involvement of multi-cultures, the group leaders will be required to be contingent, in that they will be able to create togetherness and understanding among their employees.

It will result in the quick and easier achievement of the company’ s focus that in the long run, will lead to the easier attainment of the company’ s vision. Multicultural leadership will result in personal and professional growth to the individuals, which results from the taping of the skills society, regarding education background and exposure.

It results in boosting of the cultures and their competence among other cultures.



Littrell, R. F. (2002). Desirable leadership behaviours of multi-cultural managers in China.

Journal of Management Development, 21(1), 5-74.

Jung, D., Yammarino, F. J., & Lee, J. K. (2009). Moderating role of subordinates' attitudes on

transformational leadership and effectiveness: A multi-cultural and multi-level perspective. The Leadership Quarterly, 20(4), 586-603.

Li, J., Xin, K., & Pillutla, M. (2002). Multi-cultural leadership teams and organizational

identification in international joint ventures. International Journal of Human Resource Management, 13(2), 320-337.

Borchers, G. (2003, May). The software engineering impacts of cultural factors on multi-cultural

software development teams. In Proceedings of the 25th international conference on Software engineering (pp. 540-545). IEEE Computer Society.

Ford, D. P., & Chan, Y. E. (2003). Knowledge sharing in a multi-cultural setting: a case study.

Knowledge Management Research & Practice, 1(1), 11-27.

Thomas, D. C. (2002). Essentials of international management: A cross-cultural perspective. Sage

Publications, Inc.

Dugan, J. P., & Komives, S. R. (2007). Developing leadership capacity in college students. College

Park, Md.: National Clearinghouse for Leadership Programs Retrieved June, 21, 2012.

Chen, A. Y., Mashhadi, A., Ang, D., & Harkrider, N. (1999). Cultural issues in the design of

technology‐enhanced learning systems. British Journal of Educational Technology, 30(3), 217-230.

Prabhu, G. N. (1999). Social entrepreneurial leadership. Career development international, 4(3),


Nam, C. S., Lyons, J. B., Hwang, H. S., & Kim, S. (2009). The process of team communication

in multi-cultural contexts: An empirical study using Bales’ interaction process analysis

(IPA). International Journal of Industrial Ergonomics, 39(5), 771-782.

Amott, T. L., & Matthaei, J. A. (1996). Race, gender, and work: A multi-cultural economic

history of women in the United States. South End Press.

Download full paperFile format: .doc, available for editing
Contact Us