Written Assignment Unit 4 MiGE

Written assignment Unit 4
BUS 5211-01 Managing in the Global Economy - AY2024-T3
Group 0006
Dr. Tokunbo Osinubi
27 February 2024
In the case study "Building a Multicultural Team—Is it Worth It?" from Chapter 7 of the
textbook "Cultural Intelligence for Leaders," Kalia, a leader managing a diverse team, faces
challenges in fostering cultural intelligence and resolving intercultural conflicts within her
team. This analysis addresses Kalia's self-efficacy, its impact on leadership, strategies for
improving cultural intelligence, and recommendations for leading a culturally intelligent
team.
Kalia's self-efficacy is notably low, evident in her expressions of feeling overwhelmed and
her flinching at the thought of addressing intercultural issues. Her previous failed attempts
have left her doubting her abilities, showcasing low self-efficacy. The fear of being perceived
as a failure in the upcoming meeting further highlights her lack of confidence in managing her
team's cultural dynamics (Goleman et al., 2013).
Her behavior exhibits characteristics of low self-efficacy through avoidance tendencies.
Kalia's tiredness of managing personalities and her belief that people should adapt to each
other's working styles suggest a reluctance to confront the underlying issues. This avoidance
can hinder her ability to lead effectively in a multicultural context.
Kalia's low self-efficacy significantly impacts her leadership. If her team senses her lack of
confidence or inability to navigate conflicts, they may question her leadership effectiveness.
Leadership is not just about positional power; it requires the ability to inspire and guide the
team towards shared goals. Kalia's reluctance to address intercultural issues may contribute to
unresolved tensions among team members, affecting overall team cohesion and productivity
(Goleman et al., 2013).

To enhance Kalia's cultural intelligence and self-efficacy, two specific development
approaches are recommended:
1. Cultural Intelligence Training:
Providing Kalia with targeted cultural intelligence training will broaden her understanding of
cultural dimensions and dynamics can offer in-depth insights into cultural intelligence
development. This training will equip Kalia with the knowledge and skills to navigate cultural
differences within her team (Thomas & Inkson, 2011).
2. Coaching and Mentoring:
Engaging Kalia in coaching or mentoring sessions with an experienced leader proficient in
managing multicultural teams can provide personalized guidance can serve as a valuable
resource for both Kalia and her mentor, offering practical strategies for effective cross-
cultural leadership. Personalized guidance can help Kalia address specific challenges and
build confidence in handling intercultural issues.
For Kalia to lead her staff towards cultural intelligence, the following suggestions are
proposed:
1. Open Communication Channels: Encourage open dialogue among team members,
fostering an environment where individuals feel comfortable expressing their
perspectives and concerns.
2. Team-Building Activities: Organize team-building activities that celebrate diversity
and promote understanding of each team member's background and working style.
3. Conflict Resolution Training: Provide training on conflict resolution, specifically
addressing cultural differences. This can empower team members to navigate conflicts
constructively.
4. Cultivate Inclusive Behaviors: Set clear expectations for inclusive and respectful
behavior within the team, emphasizing the value of diverse perspectives.
In conclusion, addressing Kalia's self-efficacy, its impact on leadership, and implementing
targeted strategies can contribute to building a culturally intelligent team. By embracing
continuous learning and leveraging external resources, Kalia can guide her team towards a
more inclusive and productive work environment.

References:
1. Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the
power of emotional intelligence. Harvard Business Review Press.
2. Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of
Global Business. PublicAffairs.
3. Thomas, D. C., & Inkson, K. C. (2011). Cultural Intelligence: Living and Working
Globally. Berrett-Koehler Publishers.

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Written assignment Unit 4

BUS 5211-01 Managing in the Global Economy - AY2024-T3

Dr. Tokunbo Osinubi

improving cultural intelligence, and recommendations for leading a culturally intelligent

team's cultural dynamics (Goleman et al., 2013).

Her behavior exhibits characteristics of low self-efficacy through avoidance tendencies.

can hinder her ability to lead effectively in a multicultural context.

(Goleman et al., 2013).

approaches are recommended:

1. Cultural Intelligence Training:

differences within her team (Thomas & Inkson, 2011).

2. Coaching and Mentoring:

Engaging Kalia in coaching or mentoring sessions with an experienced leader proficient in

build confidence in handling intercultural issues.

1. Open Communication Channels: Encourage open dialogue among team members,

fostering an environment where individuals feel comfortable expressing their

perspectives and concerns.

2. Team-Building Activities: Organize team-building activities that celebrate diversity

behavior within the team, emphasizing the value of diverse perspectives.

In conclusion, addressing Kalia's self-efficacy, its impact on leadership, and implementing

targeted strategies can contribute to building a culturally intelligent team. By embracing

more inclusive and productive work environment.

power of emotional intelligence. Harvard Business Review Press.

Global Business. PublicAffairs.

Globally. Berrett-Koehler Publishers.

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