Multicultural leadership

Frustration, unease, tension or conflict arising in particular from:

• Coordination problems between managers who come from different cultures or are a long way apart geographically
• Patchy communication because of an incomplete view of the actual situation and operating in isolation
• No clear view of the hierarchical structure of specific functions and local contexts which managers of subsidiaries have to deal with
• Different understandings of the same message
• Divergent views or no shared views of leadership and the aims to be achieved 

• Helping managers to bond with one another and with their line managers
• Dissipating conflicts
• Achieving more effective communication between line managers (horizontally and vertically)
• Fostering better understanding of the specific context and motivations, and of the local ways of working
• Dismantling prejudices between managers and with senior management at head office
• The organisation's performance

• (Re-)learning self-knowledge in order to understand other people better and adapt one's behaviour to the people and the situation (aims and organisational and operational context). Among other things, Emerg-Et-Sens uses the AEC Disc^®  Method intercultural module as a tool for personal and professional development in an international context.
• Developing a wider awareness of multiple contexts
• Developing and sharing a common vision of the aims, values, change and conflict management
• Promoting experience-sharing on different managers' specific ways of working
• Promoting a common understanding of the cultural models that serve as basic references for managers and their senior management
• Identifying the convergent cultural and functional factors as a reference base for a smooth work process and pinpointing areas of divergence
• Promoting an approach based on understanding and developing performance through diversity