Classmate 1 Discussion 8:As a leader, identify and discuss some culturally competent strategies to forge positive relationships amidst differences.A leader should be authentic. Authentic leadership

Classmate 1 Discussion 8:As a leader, identify and discuss some culturally competent strategies to forge positive relationships amidst differences.A leader should be authentic. Authentic leadership promotes positive psychological capacities, a positive ethical climate, fosters greater self-awareness, balanced processing of information, and most importantly relational transparency that innovates and affects the attitude of the employee within the organization (Haung, 2017). The authenticity of the leader sets the tone for the organizational climate which enables the employees to exceed their expectations while achieving organizational goals.Some culturally competent strategies to forge positive relationships amidst differences can be identified by first examining the strategic position of the organization. Chin and Trimble (2015) suggest it is critical to examine the organization’s strategic position by conducting an assessment that will focus on its strength to minimize threats and to be able to identify weaknesses and opportunities. Suyanti and Absah (2019) recommend once the SWOT analysis has been conducted management should attempt to align strength with opportunities, convert weakness into strength, and mitigate threats.Cultural competency is one of the key components to ensure diversity and inclusion is being practiced illuminating implicit bias. Leaders are required to alter core values in order to effectively manage diversity. The development and implementation of an effective “diversity policy” and “equality policy” are two strategies utilized to maintain harmony and increase organizations’ productivity as well as forge positive relationships amidst differences (Sharma, 2016). Diversity policy promotes organizational initiatives, non-discrimination as it relates to valuing differences and gender and race. Equality policy ensures equal opportunities are fostered within the organization as it relates to minorities and women. Organizations should identify their cultural profile to avoid cultural barriers within the workplace and to establish fair and equal opportunities (Sharma, 2016). Sharma (2016) states, “Managing diversity and equality in the workplace is critical because their remains a widespread public commitment to equality and diversity”. Chin & Trimble (2015) suggest developing organizational strategies with inclusion and diversity will enhance organizational and systematic change causing a commitment of diverse leadership. Chin, J. L., & Trimble, J. E. (2015). Diversity and Leadership. In J. L. Chin, & J. E. Trimble, Dimensions of Diversity (pp. 21-51). Los Angeles: Sage.Haung, P. (2017). A framework for Research and Practice: Relationship among authentic leadership, employee well being, organizational innovative climate and innovative behavior. Open Journal of leadership, 126-135. doi:10.4236/ojl.2017.63009Sharma, A. (2016). Managing diversity and equality in the workplace. Cogent Business & Management, 1-14. doi:10.1080/23311975.2016.1212682Suyanti, H. N., & Absah, Y. (2019). Effective employee engagement using SWOT analysis. International Conference of Organizational Innovation, 100(Advances in Economics, Business and Management Research), 336-340. Classmate 2 Leadership skills include successful collaboration, communication, change management, and relationship with employees. Cultural competence is the key strategy for leaders to enhance effectiveness and performance from multiple cultural contexts. There are various cultural competence strategies, which address knowledge, learning, skills, attitude, behavior, problem-solving, and decision-making approaches (Chin and Trimble, 2015). Evidence shows that cross-cultural framework increases team strategy, reliability, and inter-relationship among supervisors and staff. The basic culturally competent skill is diplomacy, which is a synergistic tact to persuade people without any disputes to achieve goals. Diplomacy Leaders should possess a diplomatic attitude as they need to interact with people from diverse backgrounds to accomplish their objectives. Diplomacy helps people realize others’ thoughts and behavior, creating pathways to focus on goals and relationships amidst differences (Rasmussen and Sieck, 2015). Cultural Education Cross-cultural interaction or cultural learning streamline cultural models, language, and understanding to enhance experiences with different people and their cultures. The educational skills and training program help leaders find out innovative ways to develop relationships in a diverse environment to achieve organizational goals (Rasmussen and Sieck, 2015). Cultural learning includes positive interaction, monitoring, detecting issues, feedback, and consistency to demonstrate mistakes and future intentions.Cultural Reasoning The competence increases behavioral approaches and deepens cultural knowledge to understand every how, why, and what of the situation. Attaining answers to your questionnaire regulate leaders’ norms and the method of managing disputes (Rasmussen and Sieck, 2015). Knowing the rationale and credence of conflicts with intellectual perspectives, leaders could influence the varied population. Intercultural Relationship People usually respond better to others’ language, social skills, and cultural beliefs rather than their knowledge and experience. Intercultural expects to know the skills of negotiations, they create organizational policies and plans from the perspectives of all the stakeholders and manage goal-oriented impressions (Sieck et al., 2013). ReferencesChin, J. L. & Trimble, J. E. (2015). Diversity and leadership. Los Angeles, CA: Sage.Rasmussen, L. J., & Sieck, W. R. (2015). Culture-general competence: Evidence from a cognitive field study of professionals who work in many cultures. International Journal of Intercultural Relations, 14(3), 75-90.Sieck, W. R., Smith, J. L., & Rasmussen, L. J. (2013). Metacognitive strategies for making sense of cross-cultural encounters. Journal of Cross-Cultural Psychology, 44, 1007-1023.







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