Introduction
This report provides insight on what a person should know when leading a multicultural team. In my findings people, countries, and cultures are diverse around the world. People communicate with one another differently and view life with different perspectives in all cultures. Understanding how to deal with and communicate with diverse cultures will help teach a person how to lead a multicultural team more successfully.
The Idea in a Nutshell
Globalization is on the rise and multicultural teams are now present more than ever. During the storming phase of team development, roles are clarified and leaders are formed; but not all leaders are effective. With cultures so diverse and people so different, conflicts lurk around every corner. Whether or not the conflict comes from communication barriers, lack of understanding or cultural differences, conflict is inevitable. Knowing and understanding the different cultures and the members of your team will help you become a better leader and potentially eliminate conflicts.
The Top 10 Things You Need to Know About Leading in Multicultural Teams
1. A strong leader needs to always be organized and well prepared for any challenges facing a multicultural team. Do not enter a business environment without doing the research on individual team members and the cultures they come from. First impressions can have a lot to do with a leader’s success among the team and how the members view the leader throughout the project. It is also a key component that an effective leader is able to set goals and stick to a plan. Prasanth Ramakrishna, the President and Founder of Unheard Voices, says, “Sometimes structure, deadlines, and plans aren’t the best way to lead. At times, it is more effective to go with the flow, take it as it comes and explore each new opportunity. But, despite this, you always need to keep in mind your end game, your objective” (Vo, 2013).
2. When leading a multicultural team, managers must deal with diverse ethnic groups with cultural differences. A report on InterNations talks about cultural diversity and how different they are in the ways of communication and valuing time (”Cultural Differences,” n.d). It is critical that you distinguish that people and cultures are different and there are various ways of doing things all around the world. From the way people greet one another, the foods they eat, the way people dress, their views and values of life, time, to how they express emotions. All cultures are diverse and have their own uniqueness. Knowing and understanding the different cultures in a multicultural team will help a person become a better leader.
3. Professional writer Edriaan Koening says, “Acknowledging that multiculturalism in the team may become a source of conflict goes a long way toward minimizing problems” (n.d.). Putting everything on the table and being open about the team’s multiculturalism could potentially diminish some future problems. Conflict may come from differences in cultural values and work processes. Koening (n.d.), also talks about motivating the team to get to know the other members work cultures, so they are aware of the cultural differences. This helps create a culture within the team and members will be more willing to work through the conflicts or problems.
4. Cross cultural communication can be difficult for individuals. Dr. Carol Kinsey Gorman, President of Kinsey Consulting Services states, “Every culture has its own set of knowledge, rules, beliefs, values, phobias, and anxieties that are taught explicitly but most of the information is absorbed subconsciously” (2011). People and cultures have different languages and verbal or non-verbal ways of communicating. The challenges facing multicultural teams and how they communicate have never been greater. The growth of globalization has led to working with people that communicate unlike your own culture.
5. There are two forms of context cultural communication, high-context and low-context communication. Gorman talks about high-context cultures and how they leave most of the message unspecified and to be unspoken through context and nonverbal signals. Whereas low-context cultures specify the message and make what is expected or being said to be stated much more clearly (2011). High-context cultures expect more personal relations and like smaller close-knit groups. These cultures are also less racially diverse. When needing assistance, high-context cultures are much more likely to ask for help than low-context cultures. Low context cultures expect many relationships but fewer close personal ones. These cultures also sometimes get their personal and professional lives intertwined.
6. There are differences among cultures and the amount of emotions that are portrayed through communication. According to Gorman, in some cultures it is more acceptable to show emotion; this is called an affective approach. On the other hand, emotions in the neutral approach are much more controlled. In these cultures it is unacceptable to show emotional reactions (2011). The affective approach is much easier to read the emotional state. These people may react by laughing, smiling, crying, pouting, yelling or gesturing. While neutral approach is much harder to read, it provides more control of an emotional reaction. Doesn’t mean they are cold or have no feelings but the neutral approach is just more controlled with emotional reactions. The neutral approach also likes to give people their personal space.
7. All cultures have different ways of doing tasks, dealing with time, and handling the work procedures. Some cultures take more time completing tasks and focus on the entire agreement of the full team before continuing. While other cultures are more fast-paced and solve problems more quickly; then, go on the next task when a solution is reached. When dealing with time, cultures can be sequential or synchronic. A sequential culture views time as a linear commodity. It is something that can be spent, saved or wasted. A synchronic culture’s view of time is constant to an extent of unlimited. These cultures are more flexible with tasks and projects. Setting up a clear concise work process and what should be accomplished, helps members of the team understand what is expected of them (Koening, n.d.). This will put all team members on the same page and ensure deadlines are met.
8. “Power distance is the extent to which a society accepts an unequal distribution of power in an organization” (Wheelen & Hunger, 2012). As a leader or manager of a multicultural team, you have to understand where your team falls on this scale. In a MindTool.com report talks about cultures with a high power distance and how they are more willing to accept an unequal distribution of power. Whereas cultures with low power distance want the power to be more dispersed and shared equally (2013). High power distance cultures rely on managers to resolve conflicts and make decisions. They also rarely challenge leader’s power or authority and are more dependent on managers. Low power distance cultures have more of an interdependence relationship with management and work together to resolve disputes. Also, the low power distance cultures believe societal members are more equal. Unlike high power distance cultures where they are taught everyone has their place.
9. A report on AnalyticTech.com talks about two types of cultural individualism and collectivism. In an individualistic style culture, an individual’s uniqueness and their self-determination is valued more. People are admired when they show resourcefulness and work well individualistically. On the other hand, in a collective culture people work together and are more unified as a group or whole (n.d.). Individualism cultures emphasize personal growth and achievement and promote strong competition. These cultures also encourage debates and communication of one’s own ideas. The collectivism culture puts more emphasis on family and the group’s goals. These cultures tend to be much more open to different group’s values and understand all groups are diverse and have different views of life. Both individualism and collectivism has its advantages and disadvantages. Knowing what type your team is compiled of will help you lead more successfully.
10. Mike Myatt, a Forbes leadership columnist, talks about dealing with conflict and how you have to face it head on. As a leader you cannot avoid the conflict and think the situation is going to resolve itself. Good managers deal with conflict in a strong productive manner and do not avoid it. “Don’t fear conflict; embrace it – it’s your job” (2012). As a manager and leader it is your responsibility to take care of the conflict. It is unavoidable and will only give you problems in the future if not dealt with in an appropriate manner at the proper time.
The Video Lounge
National Geographic on Cultural Differences:
This clip shows just how different cultures can be. Two very different worlds collide and cultural misunderstandings are inevitable. A multicultural team is faced with cultural differences throughout a project. The responsibility of the leader of a multicultural team is to bring them together and know how to manager each individual person and culture.
My Take
A multicultural team could be filled with people of all different ways of life. As a leader you have to know how to bring your members together to create a functional team. A great multicultural leader will know all the members of the team and how to communicate with them. He should also know how their cultures differ and how to manage them all accordingly. The world is becoming more globalized by the day and business is becoming more and more competitive. A multicultural team can bring a lot of different perspectives to the table. In order to utilize these people and their ideas you have to bring them all together and manage the team effectively.
References
Cultural Differences in Business. (n.d.). InterNations Connecting Global Minds. Retrieved November 9, 2013, from http://www.internations.org/magazine/cultural-differences-in-business-15308
Differences in Cultures. (n.d.). Cultural Differences. Retrieved November 9, 2013, from http://www.analytictech.com/mb021/cultural.htm
Gorman, C. K. (2011, March). Communicating Across Cultures. ASME. Retrieved November 9, 2013, from https://www.asme.org/engineering-topics/articles/business-communication/communicating-across-cultures
Hofstede’s Cultural Dimensions. (n.d.). Leadership Training from MindTools.com. Retrieved November 9, 2013, from http://www.mindtools.com/pages/article/newLDR_66.htm
Koening, E. (n.d.). Strategies to Reduce Multicultural Team Conflicts. Small Business. Retrieved November 9, 2013, from http://smallbusiness.chron.com/strategies-reduce-multicultural-team-conflicts-17344.html
Myatt, M. (2012, February 22). 5 Keys of Dealing with Workplace Conflict. Forbes. Retrieved November 9, 2013, from http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/
Vo, H. (2013, November 7). 18 Tips to Be a More Successful Young Leader. The Huffington Post. Retrieved November 9, 2013, from http://www.huffingtonpost.com/hung-vo/teen-leadership-tips_b_4232868.html
Wheelen, T. L., & Hunger, J. D. (2012). Strategic management and business policy: toward global sustainability (13th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.
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Contact Information
To contact the author of “Managerial Insights: What You Need to Know About Interacting and Leading a Multicultural Team – An Analysis of Cultural Dimensions and Cultural Differences” at Stuart.Ridgel@selu.edu.
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About the Publisher
David C. Wyld (dwyld@selu.edu) is the Laborde Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. He also serves as the Director of the Reverse Auction Research Center (http://reverseauctionresearch.org), a hub of research and news in the expanding world of competitive bidding. His website, My Management News, can be viewed at http://mymanagementnews.com/. He is also the author of the book, College Success 101. Learn more about the book at collegesuccess101book.com.
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