Leadership Across Cultures For Promoting Communication Essay


Discuss about the Leadership across cultures for promoting communication within organization.


This paragraph will discuss about the Leadership across cultures for promoting communication within organization. According to Hurn and Tomalin (2013), the monocultural approach can facilitate the level of acceptability to manage business across boundaries and ensure global business expansion too. The monocultural approach could also help in maintaining certain values and make the people get accustomed with the new working environment and culture to enhance the business scopes and opportunities. There have been multiple mergers and acquisitions and it results in making employees move on to some other company and perform (Cleaver, 2012). Due to this, considering the new culture would be essential as well for creating a motivating workforce and enhance the opportunities for global business management. Leadership across cultures could help in learning the different types of cultures, respect those and this resolved the language and cultural barriers too. On the other hand, Henson (2016) stated that global leaders made flexible decisions and choices, developed exposure to other cultures for promoting good communication, and ensured fulfilling the demands and expectations of people working at Woolworths, Australia. By understanding each other’s culture, it was easy to communicate ideas and understand the changes across cultures through understanding of body language, gestures and furthermore fostered development of relationship among people from different cultures (Daly et al., 2015). Shared values and beliefs were communicated through global leadership skills, which could overcome the cultural barriers and enable people to work in coordination and as an unit.

Here, the topic will discuss about the formation of global leadership skills and how the human resources are managed from the global cross-cultural perspective. According to Cleaver (2012), to develop global leaders, it would be important to provide training at early stages for making them understand about the culture and new working environment where the employees should be working (Henson, 2016). It is also important for encouraging communication between workers for performing within the workplace in collaboratively. Based on the responses provided by Cleaver (2012), it was also important to assign workers and make them acknowledged about the new culture, furthermore develop multicultural teams who could easily interact with people from different backgrounds and cultures, perform to their potential and even assist other workers to understand their roles and responsibilities. A proper attitude and global leadership behavior must be present within the leader for encouraging and motivating the employees to learn and respect the new culture too. According to Nolan (2013), strategic human resource management is useful for achieving the long term goals and objectives and derive the most positive outcomes for successful business functioning. To work across cultures, proper availability and allocation of financial and human resources would be essential for McKinsey, because the employees must be able to consider the different culture while working within the organisation (Hurn and Tomalin, 2013). The global leaders must be aware of the performances of the employees, integrate the strategic HRM approaches into the overall business strategy for facilitating the business activities, and enhance its performance too, as stated by Nolan (2013).

The intercultural skills were necessary for the employees while moving to some other place and working in an entirely new workplace, because it had made them get habituated with the culture and allowed them to perform to their potential by contributing to the organizational efficiency in terms of global business. The intercultural skills could be achieved when responsible intercultural leaders part their knowledge and expertise to manage the human resources properly and ensure management of supply chains, global marketing and production along with the global intercultural human resources with ease and effectiveness. From the first paragraph, it could be understood that leadership had been an integral aspect for the management of business functioning (Li, Mobley & Kelly, 2013). The two most important aspects of leadership across culture and promoting global business included the motivation level and intercultural skills. The intercultural skills represented the skills, knowledge and abilities possessed by the individuals working within a business organisation to understand the workplace in a better way and at the same time, get accustomed with the new culture and working environment by gaining cultural awareness and practical skills. It was also seen that within Ueltzen & Company, to overcome the issues like economic downturn and poor growth opportunities, the human resources were managed properly by revising the prcessses of selection of new employees and retaining the existing ones too (Nolan, 2013). According to Hurn and Tomalin (2013), the monocultural approach was useful for managing cross-cultural leadership and this promoted communication between people across different cultures, furthermore facilitated the management of global business across boundaries. On the other hand, according to Nolan (2013), strategic human resource management helped in integrating the cross-cultural activities with the business strategies for facilitating the intercultural skills among the leaders and allowed them to manage the human resources with convenience (Hurn and Tomalin, 2013). Conclusion

The essay was prepared to focus on the major concepts of intercultural skills and leadership and how these two concepts had created a major impact on the business functioning and global business management. Considering the first essay, it was understood that the motivation and leadership were interrelated, because motivation by leaders resulted in enhancing their work potential of the employees and it had driven their performances as well. Motivation could be done by providing both tangible and intangible rewards and it would be possible by praising their performances as well. Due to the economic downturn, many companies were facing financial issues and lack of proper management of human resources and one of the example was Ueltzen and Company. The motivational leaders attracted new talents who were skilled and knowledge and retained few existing ones to ensure that loss of human capital could not happen. As a party of the motivation process, the leaders also provided training sessions for improving their skills, expertise and knowledge and made them perform to their potential. The second part of the essay demonstrated the intercultural skills possessed by leaders to manage a workforce capable of managing global operations and even visit other countries, embrace new culture and perform efficiently. The global leaders kills allowed the manager or leader to establish good communication between the staffs and understand each other, learn to respect their individual cultures and even work as multicultural teams as an unit. Within Mckinsey, employees were trained to embrace different cultures while visiting new places and working within a new environment. The monocultural approach facilitated the communication process and maintain stable relationships between the employees from different cultures and backgrounds too. All these major aspects contributed to the global business management and ensured establishing good relationships between individuals within the workplace.


Cleaver, W. (2012). Najafi global mindset institute summit: Developing leaders for global roles. People and Strategy, 35(2), 22-23. Retrieved from

Daly, A., Hoy, S., Hughes, M., Islam, J., & Mak, A. S. (2015). Using group work to develop intercultural skills in the accounting curriculum in Australia. Accounting education, 24(1), 27-40.

Henson, R. (2016). Successful Global Leadership. Palgrave Macmillan, New York [EBL version]. Retrieved from

Hurn B.J., Tomalin B. (2013) Leadership Across Cultures. In: Cross-Cultural Communication. Palgrave Macmillan, London. [EBL version]. Retrieved from

Li, M., Mobley, W. H., & Kelly, A. (2013). When do global leaders learn best to develop cultural intelligence? An investigation of the moderating role of experiential learning style. Academy of Management Learning & Education, 12(1), 32-50.

Nolan, S. (2013). A look at current trends and data. Strategic HR Review, 12(3), 167-169. Retrieved from

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