Reference no: EM133836548

Question 

Despite the impression that multicultural teams can bring strategic advantage to an organisation, theory and research suggest that these teams can encounter issues and can have negative results. Typically, these teams experience low salience of team identity. Additionally, they can exhibit high levels of ethnocentrism, in-group bias, and high task or emotional conflict.

However, some factors can help multicultural teams function more effectively. Team leaders that help prevent communication breakdown can help teams function effectively. Further, when group norms are developed to foster meaningful participation; when a group develops a strong team identity; and when team members approach the group with a learning mindset a heterogenous team can function effectively.

Culture and leadership

The Global Leadership and Organizational Behaviour Effectiveness Project (House et al. 2004) was one of the largest cross-cultural research projects on leadership. In a study across 62 cultures and involving 17,000 middle managers, the research established that two leadership values were universally endorsed: charismatic leadership and team-oriented leadership. Further, across cultures, good quality, high-level leaders were thought to be innovative, visionary, and courageous; and effective low-level managers were thought to pay attention to subordinates, team building, and participation. Specifically, in their management of staff, American and Japanese leaders performed similarly on their use of assertiveness, sanctions, and appeals to third parties.

There are, however, also differences amongst cultures in leadership. For example, leaders from cultures high on collectivism, power distance, conservatism, and loyal involvement were more likely to rely on formal rule and superiors when dealing with work events compare to relying on peers and tacit sources of guidance. Further, leaders from cultures that are high in individualism, low in uncertainty avoidance, low in power distance, and had a short-term orientation were more likely to adhere to existing strategies.

Finally, while it has been argued that transformation and transactional leadership (as you explored earlier in this module) are universal dimensions (with the former being a more effective leadership style over the latter), there is evidence of cultural-specific manifestations of these dimensions. For example, in India, a leader's svadharma orientation (following one's own dharma, or duty) is considered an important part of transformational leadership) on this:ect teams.

Picture the following scenario:

You have recently secured a position in the Human Resources department of large corporate organisation after having successfully completed the Graduate Diploma in Psychology (Advanced) at the University of Adelaide. After working with the organisation for several months, the HR director (your line manager) approaches you for help.

One of the project teams in the organisation is not working efficiently together. The nine-person team  was formed two months ago to complete a highly important short-term project that will be extremely beneficial for the organisation. Due to the organisational structure, team members (including the team manager) work both in the office and regularly from home. The team is comprised of people from different cultural backgrounds including Chinese, Indian, and Australian (the team manager is Australian). Members of the team don't show much awareness of the team manager; that is, they are lax in reporting to the team manager and don't apprise him of how they are tracking on their current tasks. The group members tend to focus on how they can advance their own careers through their work and show little interest in attending extra-circular activities, like end-of-month drinks.

Recently, the team manager has begun to report that the team isn't cohering, and is struggling to meet its deadlines. There is interpersonal conflict between some of the group members who have differing opinions on how the goals of the team should be achieved. Additionally, many of the team members are reporting high levels of stress (and in some cases, anxiety) because of the pressure from the deadlines, the tension within the group, and the general confusion and disfunction within the group. The team leader is feeling isolated and is unsure how he is meant to get the team to perform together to meet its goals.

The HR director asks you to conduct research into an evidence-based intervention that can be used to help improve the cohesion, functioning, and performance of the team.