An organisation faces many challenges when dealing with diversity at the workplace.

To
bridge such differences and help the diverse groups, there is a need of cross cultural
leadership. Cross cultural Leadership is critical to associations; however, its dimensions and
scope are getting more entangled with expanded contribution in globalization (Singh, n.d). To
adapt, leaders respond quickly to the effects of socioeconomic, innovative, and globalization
to offer employment skill advancement and nonstop learning (Chuang, 2013). Individuals
appear to contrast between diverse nations or diverse ethnic foundations (Thin, 2011). With a
specific end goal to increase efficiency and productivity to accomplish team objectives
leaders know about these differences. (Hartog and Dickson, 2012). An application of the
theory can be observed in Qantas Airways where the differences of thought, understandings
and behaviour are respected and the leaders provide and supports personal and professional
development of the employees to challenge and mitigate favouritism (Qanats Airways
Limited, 2016). A leader manages multifaceted, fluctuating, ambiguous and uncertain global
environment to gain competitive advantage in the business. As leaders perform and inspire
followers, they make relations containing implied psychological contracts which are not
entirely understood. These contracts contain ethically huge commitments that are uncommon
however are basic in building trust and shared responsibilities (Caldwell and Hasan, 2016).
Cross cultural leaders’ sense of duty regarding the development, improvement, and
empowerment of employees' honour psychological contract obligations of workers. These
leaders lead by example honouring the elements of psychological contract (transactional,
social and moral) with employees. Cross cultural leaders can encourage employees’
prosperity through the improvement of high quality relations, where such relations depend on
the standards of social interaction. As the cross-cultural leader’s conduct is infused into
hierarchical standards, trust arises between the leader and employees rises. Such trust has
turned out to be an imperative segment in anticipating different ‘’attitudinal, behavioural and
performance results’’. According to the CEO of Qantas, Alan Joyce, as an international
premium airline brand, they require great people management strategy and involved
employees to accomplish their vision. The company focuses on employee engagement and
conducts benchmarking to study how people can be engaged. The CEO believe in
communication, collaboration and teamwork. The CEO is a strong believer in innovation and
creativity at workplace. Joyce trusts that unless an administration group is different the
concentration will be thin and enormous thoughts might be smothered. Joyce has faith in
making inquiries instead of an order and conquer authority style. He empowers
entrepreneurial conduct in his group, and believes that all challenges must be ascertained. He
urges his group to take the necessary steps archiving dangers and alleviation actions. Joyce
accepts that solid pioneers are cooperative, legit, and open (Stribling, 2013).

On the contrary, the challenges confronted by leaders keep on increasing as business sectors
become more complex, networks are changed, and the abilities of employees turn out to be
more dissimilar (Slocum, 2014). Although information technology and communication now
connect nations and associations in remarkable ways, social, political, and economic contrasts
constitute critical hindrances to worldwide comprehension. Additionally, the less driven the
employees come to work and perform, the lesser is the achievement rate. Practicing
leadership in this condition displays overwhelming challenges (Wang, 2011). Therefore, the
leadership and the overall working environment of association must satisfy the requirements
of its individual workers with a specific end goal to give a steady culture. The fundamental
component of this new strong culture includes the development of common trust.

RECOMMENDATIONS

The impact of cross cultural leadership on the perceived psychological contract is getting
considerably more crucial. Since cross cultural leader’s service dimensions and
responsibilities are more complicated and troublesome a future focused leadership style is
required. It is expected from the leaders to possess affiliation competencies and openness to
new outlooks. Leaders can accomplish powerful cross cultural collaboration by keeping a
receptive outlook, being curious, and not racing to decisions about others' practices.
Therefore, there is a vital need to understand the factors that enable employees to feel valued
and reach their potential and factors that can deteriorate the performance of the team
members.
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