An organisation, group of multicultural people, 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 and innovation improvement. (Singh, n.d). Cross- cultural leaders glance at the
world's transformation as a challenge and an open door for hierarchical development and
individual improvement. Also, to adapt to the progressions, leaders respond quickly to the
effects of socioeconomic, innovative, and globalization to offer employment ability
advancement on worldwide authority, hardworking attitude, and nonstop learning (Chuang,
2013). Everybody is unique in their own way, having distinct personality, unique behaviour,
traits and thoughts. 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. The individual
perspectives and harmony in team is put into the right direction by the leader. A leader
manages multifaceted, fluctuating, ambiguous and uncertain global environment to gain
competitive advantage in the business (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). Cross cultural leaders comprehend that globalization has varying
consequences for nations and individuals. (Congden, Matveev and Desplaces, 2009). To keep
pace with the dynamic settings, leaders have more relational skills to address present and
future difficulties. Leaders collaborate to negotiate choices about issues that frequently mix
improvements in innovating with strategic concerns, while obscuring the refinements
between cross cultural and local issues (Bikson, Treverton, Moini and Linstorm, 2003). As
far as it matters for them, the leader welcome close direction: they know where they stand
and what they are relied upon to do.

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).

RECOMMENDATIONS

The challenge of cross cultural leadership and team management is getting considerably more
pivotal. That is the reason it is required to utilize the rebuilt devices to work with. Leaders
can accomplish powerful cross cultural collaboration by keeping a receptive outlook, being
curious, and not racing to decisions about others' practices. 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. Everybody brings equipment’s, abilities and
information, frequently from crosswise over disciplines and capacities, which should be
incorporated in cooperating on an assignment or venture. 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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