Student’s Name
Professor’s Name
Course
Date
Role of Inclusive Leadership in Strengthening Organization Culture
Globalization has significantly changed the way people interact and how leaders lead or manage their respective organizations. The dynamic trends in the global marketplace are significantly influencing the rise of new corporations as well as multinational companies. However, with the rise of different situations and challenges in the organization, leaders are compelled to adopt better and effective human resource management strategies that will facilitate the organizational development and management of the challenges experienced in the organization. This paper is going to discuss and determine an inclusive leadership approach in the organization and how such techniques influence a diverse international workplace with people from a different cultural background such as Germany, Iran, Greece, and Singapore.
Overview of Inclusive Leadership Traits
Marketplace globalization continues to change many things and especially the way the way leaders manage and lead their respective organizations. According to PopescuGeorghe, most of the companies or organizations fail not because they lack resources but because they lack to incorporate and make use of the available resources including human resources (170). Popescu further asserts that many organizations fail to recognize the potential resources and talents (170). Due to poor talent management practices and the inability to operate with unique leadership frameworks contribute to the significant failure of most organizations (Popescu 170). Therefore, to be an effective leader one must develop effective and inclusive leadership traits that can help promote the development of the organization as well as enhance organizational performance. Popescu highlights some of the key traits that an inclusive leader should possess including cultivating competencies, abilities, and skills within the organization. Irby and Genevieve also identified some of the great traits that an inclusive leader should possess (2). According to Irby and Genevieve, an inclusive leader should: seek input, encourage other people in the organization to be involved in the decision-making process, share and delegate power as well as credit, empower other people within the organization to improve their skills, and also to maintain an open communication (3). As Carmeli, Roni and Enbal explain, an inclusive leader should possess three great and critical characteristics. The three traits include openness, accessibility and finally, availability (250). An inclusive leader must often practice and make use of these traits in their leadership to not only motivate their subjects but also improve the organizational performance (Carmeli et al. 250). These traits are considered important for effective and inclusive leadership because of the diversity involved in diverse employee groups. Different employee groups are difficult to handle and manage; therefore, an inclusive leader needs to possess the critical traits that can enable them to deal with the social challenges in the organization.
Analysis of Key Leadership Skills Required to create an Inclusive Organizational Culture
Despite the different cultural backgrounds in the multinational companies, there are certain skills that every leader need to acquire to create an inclusive organizational culture. Among the key skills required to create an inclusive organizational culture include fostering self-awareness, recognizing the cultural stereotypes. According to Holt and Seki, an inclusive leader needs to carry a self-awareness assessment and evaluation to determine the personal fortes and shortcomings in the organization (196). An inclusive leader is someone who respects the individual differences. The multinational companies comprise of workers from different cultural backgrounds. No culture is better than the other; therefore, an effective and inclusive leader must possess a highly complex and diversity skills to help them understand the different individualities.
Secondly, an inclusive leader needs to recognize the cultural stereotypes in the organization. A good leader should refrain from engaging in different stereotyping and prejudicing comments. As mentioned before, no culture is better than the other. Therefore, as a leader, one must try to understand that by grasping the local culture of where he or she is working. Someone from a different culture can acquire this skill by learning from other members of the organization including subordinates. As Holt and Seki explain it may be difficult to work or understand other cultures, but all that is required is tolerance and patients towards other cultures (196). Grange explains that a leader needs to influence others and not exercise authority over them (1). ]
Leadership Characteristics Most influential in Creating Organizational Culture
Organizational culture is important in the management and leadership of the organization. According to Schein argues that organizational culture defines how organizations do things (37). Even though every organization is different from the other, the leadership that is most influential in creating and establishing an organizational change depends on the uniqueness of the organization include leadership engagement. According to Epstein, Buhovac, and Kristi, leadership engagement helps in soliciting workers to input and emphasize on relevant issues regarding the organizational leadership effectiveness (43). Further, leadership engagement in the organization helps to build a strong organizational culture (Epstein et al. 43). Encouraging a new culture in the organization may be difficult or seem impossible to achieve, it is realizable. Inculcating a new culture in the organization can require the use of different methods to ensure that every employee in the organization feels part of the organization. Part of the methods includes influencing the workers to understand the organizational values and priorities that have been created by the organization.
How Inclusive Leadership can be applied to this Group to meet the Challenges and Opportunities
Inclusive leadership implies that a leader needs to exercise management and leadership practices that all workers are comfortable with and not a section of few members. As Grange asserts, multinational corporations have a different set of employees with different cultural backgrounds (1). Every individual in the organization is different from the other because they belong to different cultural backgrounds. Employees from Singapore, Iran, Germany, and Greece are different. Due to their cultural background differences makes it difficult to manage and lead them the same way. As Grange explains, a leader should put into consideration the individual differences. An inclusive leadership can be applied as follows. First, leaders need to define the tools that can help discover the employees’ experience and what makes the experiences possible. The second stage involves discovering the positive effects associated with individual participation in the organization’s development through the interview. The third and fourth stages include dreaming and designing in which the past experiences are collected to form a future plan and identify key features of the organization’s structures required to realize the organization’s objectives respectively. Finally, an inclusive leader needs to deliver the actions identified in the previous stages (Waclawski, Allan, & Seth 21).
In conclusion, multinational leaders are today faced with diverse and dynamic challenges that require more effective leadership approaches. This study has highlighted the key leadership traits that can help achieve and create an inclusive organizational culture and how to implement them. Some of these recognizable traits include encouraging employees to be more involved in the organization’s decision making and planning processes. Soliciting employee feedback has also been identified among the key leadership traits that can help empower employees as well as enhance organization’s performance.

Works Cited
Carmeli, Abraham, Roni Reiter-Palmon, and EnbalZiv. “Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety.” Creativity Research Journal 22.3 (2010): 250-260.
Epstein, Marc J., Adriana RejcBuhovac, and Kristi Yuthas.”Implementing sustainability: The role of leadership and organizational culture.” Strategic finance 91.10 (2010): 41.
Grange, Hamlin. Observations on Diversity and Inclusion.DiverseiPro Inc. Accessed on July 11, 2018 from https://diversipro.wordpress.com/2014/02/24/traits-of-inclusive-leaders/
Holt, Katherine, and Kyoko Seki. “Global leadership: A developmental shift for everyone.” Industrial and Organizational Psychology 5.2 (2012): 196-215.
Irby, Beverly J., and Genevieve Brown.”Constructing a Feminist-Inclusive Theory of Leadership.”Annual Meeting of the American Educational Research Association(1995).
Popescu, Gheorghe H. “Macroeconomics, effective leadership, and the global business environment.” Contemporary Readings in Law and Social Justice 5.2 (2013): 170.
Waclawski, Janine, Allan, Church, and Seth Berr. “And the survey says… The 2002 SIOP Member Survey results.” The Industrial-Organizational Psychologist 40.1 (2002): 20-21.