Global leaders should realize that they are obliged to enforce the sense of responsibility into their organizational structures, and cascade that down in order for their managers to start taking accountability for constructing an inclusive and diversified work space. Nevertheless, what is generally observed is that top successful executives do say and act properly when it comes to the actual perspective of diversity, yet their second level of management, the one that literally orchestrates the daily operations and develop the practice of staff that work there, do not recognize and do not feel responsible for cultural inclusion and diversity. Thus, what is significant for every global leader is to recognize the applicable cultural measures, scale them properly, and consequently concentrate on the mechanism of evaluating staff that are in charge of implementing them. The mission is not relevant to developing new diverse cultural dimensions as much as utilizing variance in order to scrutinize the efficiency of present measures (Fitzhugh, 2011).
Efficient management of workers’ cultural diversity is another significant factor in ensuring success for internationally operating organizations. Accordingly, global managers who consider working in cross-cultural environments should deliberate that as a challenging occasion for corporation’s progress and improvement of working individuals. Furthermore, and in order for global managers to cope with the associated rise of variations, global business mentors and architects must react promptly to the influences of globalization, demographic structures, and technology for the sake to propose explicit improvements on global leadership related traits (Chuang, 2013).
Following the earlier said, competent and resourceful leaders who pursue their target of running a global corporation should significantly enhance their competences to effectively cope with the difficulty of managing individuals from diverse cultural backgrounds. Accordingly, they should apprehend and dignify variances, undertake essential alteration to the adopted methods of leadership, as well as being equipped for accompanied challenges and opportunities as part of the experience. Hence, leaders are the furthermost dominant element to achieve highest levels of performance, and it is decisive to back leaders by the specialists of human resources improvement for the sake to settle culturally varied matters via leadership improvement (Byrd, 2007).
Byrd, M. (2007) ‘Educating and Developing Leaders of Racially Diverse Organizations’, Human Resource Development Quarterly, 18, 2, pp. 275-279.
Chuang, S.F. (2013) ‘Essential Skills for Leadership Effectiveness in Diverse Workplace Development’. Online Journal for Workforce Education and Development. Available online from: http://opensiuc.lib.siu.edu/cgi/viewcontent.cgi?article=1133&context=ojwed.
Fitzhugh, N. (2011) ‘What Do Leaders Need To Understand About Diversity’, Yale Insights – School of Management. Available online from: http://insights.som.yale.edu/insights/what-do-leaders-need-to-understand-about-diversity.