Aptitudes to be a multicultural leader

Microsoft

Research Methodology

Aptitudes to be a

Multicultural leader MIB 38

Crystal Scott, Marie Micol, Guillaume Houdremont, David

Banegas

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Contenu I. INTRODUCTION

II. Literature Review

1) The Existence of Multicultural Groups ................................................................................................... 3

2) The Requirement of Specific Aptitudes ................................................................................................. 4

3) The Identification of Specific Aptitudes ................................................................................................. 4

III. Research Question

IV. Research AIM

V. Research Objectives

1) Overall Objective .................................................................................................................................... 5

2) Specific Objectives.................................................................................................................................. 5

V. Methodology

1) Approach ................................................................................................................................................ 6

2) Sample Frame ......................................................................................................................................... 6

3) Instrumentation ..................................................................................................................................... 6

A) Leader Recall ...................................................................................................................................... 6

B) Open Discussion ................................................................................................................................. 7

C) Aptitudes of a Leader ......................................................................................................................... 7

4) Operators ............................................................................................................................................... 7

5) Location and Setting ............................................................................................................................... 7

6) Observations .......................................................................................................................................... 7

VII. Analysis and Findings

1) Results .................................................................................................................................................... 8

2) Findings and Analysis ............................................................................................................................. 8

VIII. Conclusion and Contributions

IX. Study Limitations & Validity

1) Study Limitations .................................................................................................................................. 10

2) Validity/Reliability Critique .................................................................................................................. 10

Annex

A) Participation Information Sheet ........................................................................................................... 12

B) INSTRUMENTATION ................................................................................................................................... 14

C) The Code Book ..................................................................................................................................... 15

D) Transcript Extract ................................................................................................................................. 34

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E) Group Contribution/ Task Table........................................................................................................... 51

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I. Introduction

This paper delves into the complexities of identifying leadership in a multicultural

context, and explores existing aptitudes required to lead groups in such environment.

Globalization is the catalyst to a wave of conglomerating people and cultures, also giving

rise to multinational companies. Conversely, there is an existence of challenges that cross-

cultural leadership faces as a result. To provide context to the reader, our research defines

leadership as the behavior in which an individual directs the activities of a group towards a

common goal. This research presented will allow for future leaders to identify necessary

aptitudes in order to effectively lead in the workplace. As an empirical study, this research

is comprised of experiences and opinions from a group of five Masters in International

Business 38 (MIB 38) students.

II. Literature Review

1) The Existence of Multicultural Groups

Due to the rapid expansion of globalized trade, businesses are constantly facing new

challenges. In order to mitigate the situation as well as include the emergence of new

opportunities for global collaborations, developing cross-cultural relationships is imperative

(Lewis, 2005). Thus, companies have evolved from being national organizations, operating

in a single foreign market, to becoming globalized organizations operating worldwide (i.e.

HSBC, Unilever, Ikea, etc.); hence why multicultural relationships play such a major role

in international decision-making processes. As a result, scholars have urgently developed

research on the variation of behaviors, management, and communication styles across

cultures. That research provides a better understanding of the diversity in which

organizations operate, and of the interactions between people within that context (Adler,

Doktor & Redding, 1986). Even though major theories have been at the core of intercultural

and cross-cultural studies, such as Hofstede’s dimensions of culture, is it necessary to

further develop this field of study.

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2) The Requirement of Specific Aptitudes

The global economy has created a need for organizations to understand the various

challenges related to leading multicultural teams. In order for businesses to progress,

specific leadership aptitudes are important to have. Relative to a company’s organizational

culture and its management style, the country-culture in which it is in influences such

factors (Aritz & Walker, 2014). Not only does culture impact those factors, but also culture

has great effect on company strategy, which has been a topic of discussion for researchers.

Influenced by culture, strategic decisions, such as mode of entry and degree of control the

company has in the entered market, will frame the work of multicultural teams (Hennart,

Larimo, 1998). Some studies establish a division between the concern for task and the

concern for people but recognize that a balance between the two is essential (Nauman,

Khan, 2010).

To effectively implement these strategies and lead people, team leaders must be

aware of culture in all entities discussed, and use and optimize certain aptitudes.

Furthermore, research stresses the ability for a leader to understand cultural differences and

to reconcile them is essential to leading a multicultural group (Browaeys, 2011 and Miller,

et al, 2000). Trompenaars and Woolliams call this the transcultural competence. Theories

in leadership behaviors (such as the behavioral school, the competency school or the

emotional intelligence school) seem to show that there exists a best way to lead. However,

these studies fail to provide a specific list as to which aptitudes are required.

3) The Identification of Specific Aptitudes

According to the collected data, research scholars have identified aptitudes required

to lead a team. Among many, communication, understanding, empathy, and the ability to

give clear instructions are all aptitudes highlighted (Browaeys, 2011, Miller, et al, 2000 and

Naumab, Khan, 2010). These aptitudes do not have a prioritized order, but rather are all

equally important. Conversely, based on the situation and context, one aptitude might be

utilized more than the other. In cause of globalization and multicultural teams, there is a

shared vision on identifying aptitudes a good leader possesses: integrity, charisma, decisive

and team-oriented (Browaeys, 2011). Browaeys also discusses this notion in which the

variability of executing these aptitudes exists from one culture to the other (2011).

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III. Research Question

What are MIB 38 students’ opinions of specific aptitudes required to lead, in

the workplace, multicultural groups?

IV. Research Aim

This qualitative study uses the opinions of students from MIB 38 to explore the

existence and identification of specific aptitudes necessary to lead multicultural groups.

This study contributes to existing research on leadership styles in a multicultural

environment and informs current and future leaders about the aptitudes required which will

allow them to gain a better understanding of the multicultural groups they lead.

V. Research Objectives

1) Overall Objective

To discover and identify specific aptitudes required to lead a multicultural team.

2) Specific Objectives

Determine and select a sample frame that would best elicit and recognize

the existence of aptitudes qualified for leaders.

To have the sample frame decide on a list of aptitudes given the cultural

differences within the group by executing the instrument used.

To explore knowledge of the sample frame and their perceptions and

opinions toward their past leaders as well as leaders they are inspired by.

To understand the sample frame’s consensus on the list of required

aptitudes.

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VI. Methodology

1) Approach

As this research focuses on leadership, and drawing out opinions and experiences

with leaders, it is important to use an inductive approach. This approach allows us to

generate new theories from the data captured by conducting a focus group. The

analysis gathered from the focus group helped us to identify the specific aptitudes

needed in order to lead a multicultural team.

2) Sample Frame

The sample frame consisted of 5 MIB 38 students, forming a focus group, who

provided opinions framed by their experiences in the workplace and their interactions

within a multicultural group. This sample frame thereby excluded MIB 38 students that

did not have professional work experience due to the fact that data and information

would have been gathered from those excluded did not align with this conducted study.

Each participant received a participant information sheet (Annex A.). The operational

management of this focus group as well as the instrumentation executed was in a semi-

structured manner.

3) Instrumentation

The instrumentation was executed in a semi-structured manner. To detail, the

instrumentation consisted of three activities:

A) Leader Recall

During this activity, each participant selected one card from a selection of globally

known leaders. Each participant had to come up with as many qualities (adjectives

and/or nouns) that best describe the individual’s leadership. This included qualities that

he/she believed made that individual an effective leader. After this selection process,

each participant shared the qualities they identified. There was an open facilitated

discussion as to why participants chose certain qualities, what qualities were repeated,

what qualities were controversial.

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B) Open Discussion

Participants shared their own experiences of having managers or supervisors, and

the qualities they possessed in a business environment. During this exercise, participants

identified what specific aptitudes impacted their work performance and motivation. This

was an interactive discussion among the participants, in which there was an apparent

difference of opinions.

C) Aptitudes of a Leader

Together, the participants constructed a profile, containing five specific aptitudes

of leader in a cross-cultural context. Results from this exercise aided in addressing the

aptitudes certain participants selected and how participants finalized the profile.

4) Operators

Four facilitators, capturing data via voice and video recorder, and note taking, operated

the focus group. Mainly, there were two lead facilitators that did majority of the talking

and engaging the focus group. The other two facilitator played supportive roles by note

taking.

5) Location and Setting

The focus group took place on Tuesday, April 28, 2015, at the Grenoble Ecole de

Management in meeting room A114.

6) Observations

From the instrument used, we observed data from the participants’ perceptions of

leaders, beliefs and opinions of their past leaders, and interactions, agreements and

disagreements, and differences between participants related to their identification of

specific aptitudes.

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VII. Analysis and Findings

1) Results

The following are the five aptitudes that were selected by the participants in the focus

group:

Inspirational

Power of execution

Relationship-oriented

Passionate

Innovative

2) Findings and Analysis

Through group discussion and exchange of their perceptions and opinions, the

participants acknowledged within the list (above), there is a difference between

aptitudes that are innate versus learned. During the first activity, Leader Recall, the

participants’ responses were in reaction to the way in which leaders impact their

productivity and motivation within the workplace and in their personal environment.

For the participants, leaders have a holistic sphere of influence. Also, key themes drawn

from the focus group are interconnected and multiple themes appear in a single message.

When researching secondary data, we were under the impression that culture

would be more prevalent term vocalized during the focus group; however, culture was

mentioned just once.

It’s evident that culture is a focal point for theorists, in the secondary data,

regarding multicultural leadership yet that wasn’t the case in our primary data. In the

primary data the focus was more on a leader’s emotional intelligence and relatability

that may be demonstrated to a universal audience. We also found that although

research scholars fail to specify a list of aptitudes required to lead a multicultural group,

it is apparent that our sample frame agreed. The sample frame did select five aptitudes

because they were instructed to do so during the focus group, however to lead a

multicultural group, participants could list more required aptitudes.

Outlined in Annex C., the key themes identified during the focus group are:

• The leader’s relatability to the individual

• Skills of a leader

• Personality traits of a leader

• A leader must build relationships

• A mixture of aptitudes required

Through group discussion and exchange of their perceptions and opinions, the

participants acknowledged within the list (above), there is a difference between

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aptitudes that are innate versus learned. This differentiation led to the exploration of

aptitudes versus behaviors; the similarities between the two and the differences. We did

not explore that aspect of aptitudes, however this dichotomy influenced the participants’

responses during the last activity, Aptitudes of a Leader. During the first activity,

Leader Recall, the participants’ responses were in reaction to the way in which leaders

impact their productivity and motivation within the workplace in addition to their

personal environment. A leader’s ability to build relationships also contributes to their

reliability and being a team builder. For the participants, leaders must have a holistic

sphere of influence. Also, key themes drawn from the focus group are interconnected

and multiple themes appear in a single message.

When researching secondary data, we were under the impression that culture

would be more prevalent term vocalized during the focus group; however, culture was

mentioned just once.

It’s evident that culture is a focal point for theorists, in the secondary data,

regarding multicultural leadership yet that wasn’t the case in our primary data. In the

primary data the focus was more on a leader’s emotional intelligence and relatability

that may be demonstrated to a universal audience. We also found that although

research scholars fail to specify a list of aptitudes required to lead a multicultural group,

it is apparent that our sample frame agreed. The sample frame did select five aptitudes

because they were instructed to do so during the focus group, however to lead a

multicultural group, participants could list more required aptitudes.

VIII. Conclusions and Contribution

This study examined how students perceive and think about leadership in a cultural

context. We found that by constructing a multicultural group, participants would be in a

setting relative to our research question. It is suggested that there is a strong opinion

regarding a mixture of aptitudes that are required to lead as well as a leader’s impact on an

individual’s personal and professional environment. This would be of utility to current

leaders who fail to recognize the need to have emotional intelligence, and for future leaders

who should be aware that this is important in the workplace. Future research can focus on

the impact a leader has on the multicultural group he leads.

Our findings are enriching the existing theories by bringing awareness to not only

what specific aptitudes are required but also the realization of impact a leader has. The most

prevalent theory is the leader’s relatability to the individual.

IX. Study Limitation & Validity

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1) Study Limitations

Time was a constraint while conducting our focus group and it is recommended that

more time be allotted to execute our instrumentation. In addition, the limit in the number of

participants narrowed the variety of opinions and perceptions provided by the sample frame.

It would expand our research depth if we had an opportunity to hold more than one focus

group and compare the findings to one another.

2) Validity/Reliability Critique

Factors that have the possibility of expanding the validity and reliability of our research:

Age of participants within the sample frame. The average age of our

sample frame was 23 years old. The participants lack the breadth of

professional experience and leadership therefore we did not have

experiential responses, from a leadership perspective.

Language and articulation variances among the sample frame. Participants had difficulty expressing their ideas and finding the appropriate

or most-fitting words to convey their message.

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X. Bibliography

Adler, N., Doktor, R., Redding, S., 1986. From the Atlantic to the Pacific Century; Cross-

Cultural Management Reviewed. Journal of Management, 12/2, 295-318.

(Adler, Doktor & Redding, 1986)

Aritz, J., Walker, R. C., 2014. Leadership Styles in Multicultural Groups: Americans and East

Asians Working Together. International Journal of Business Communication , 51/1, 72-92.

(Aritz & Walker, 2014)

Browaeys, M.-J., 2011. Understanding Cross-Cultural Management (2nd Edition). 2 Edition.

Prentice Hall. (Chapters 5, 6, 8, 12,18)

(Browaeys, 2011)

Hennart, J., Larimo, J., 1998. The Impact of Culture on the Strategy of Multtinational

Entreprises: Does National Origin Affect Ownership Decisions?. Journal of International

Business Studies, 29/3, 515-538.

(Hennart, Larimo, 1998)

Lewis, R. D., 2005. When Cultures Collide, 3rd Edition: Leading Across Cultures. Third Edition

Edition. Nicholas Brealey Publishing. (Chapters 8, 9)

(Lewis, 2005)

Miller, D., et al, 2000. Leadership and Organizational Vision in Managing a Multiethnic and

Multicultural Project Team. Journal of Management, 16/6, 18-22.

(Miller, et al, 2000)

Nauman, S., Khan, A. M., 2010. Patterns of Leadership for Effective Project Management.

Journal of Quality and Technology Management, 28, 638-649.

(Nauman, Khan, 2010)

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Annex

A) Participation Information Sheet

PARTICIPANT INFORMATION SHEET

Study on Specific Aptitudes Required to Lead Multicultural Groups

INVITATION You are being asked to take part in a research study. Please note, your participation is voluntary,

and taking part in this study is greatly appreciated.

PURPOSES AND AIMS OF THIS RESEARCH: This qualitative study uses the opinions of students from MIB 38 to explore the existence and

identification of specific aptitudes necessary to lead multi-cultural groups. This study aims to

contribute to existing research on leadership styles in a multi-cultural environment and to inform

current and future managers about the aptitudes required which will allow them to gain a better

understanding of the multi-cultural groups they manage.

WHY HAVE YOU BEEN ASKED TO PARTICIPATE? As an MIB student that has previous work experience and has interacted within a multi-cultural

group, your opinions framed by those experiences are most desired for this study.

WHAT WILL HAPPEN IF I TAKE PART?

The research methods used in the study are entirely qualitative, and last for 45 minutes. You

will be a part of a focus group with four participants participating in semi-structured activities to

draw out information needed to test existing theories. Activities will take place on the GGSB

campus at a time that is most convenient for you and the four participants.

FOR FURTHER INFORMATION Crystal Scott will be glad to answer your questions about this study at any time. You may contact

her at [email protected]

For more information regarding final results of this study, please contact her.

PARTICIPANTS’ RIGHTS You may decide to stop being a part of the research study at any time without explanation. You

have the right to ask that any data you have supplied to that point be withdrawn/destroyed. You

have the right to omit or refuse to answer or respond to any question that is asked of you (as

appropriate, “and without penalty”).

You have the right to have your questions about the procedures answered (unless answering

these questions would interfere with the study’s outcome). If you have any questions as a result of

reading this information sheet, you should ask the researcher before the study begins.

CONFIDENTIALITY/ANONYMITY

The data we collect do not contain any personal information about you. No one will link the data

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you provided to the identifying information you supplied (e.g., name, address, email).

CONSENT FORM

Study on Specific Aptitudes Required to Lead Multi-Cultural Groups

PROJECT SUMMARY

You are being asked to take part in a research study, which explores the existence and

identification of specific aptitudes necessary to lead multi-cultural groups.

To contribute to existing research on leadership styles in a multi-cultural environment and to

inform current and future managers about the aptitudes required which will allow them to gain a

better understanding of the multi-cultural groups they manage.

By signing below, you are agreeing that: (1) you have read and understood the Participant

Information Sheet, (2) questions about your participation in this study have been answered

satisfactorily, (3) you are aware of the potential risks (if any), and (4) you are taking part in this

research study voluntarily (without coercion).

Date _________________________________

Participant’s Name (Printed) _________________________________

Participant’s signature _________________________________

Name of person obtaining consent (Printed) _______________________________

Signature of person obtaining consent _________________________________

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B) INSTRUMENTATION

Leader Recall

The leaders below were preselected.

Aptitudes of a Leader

Below is the list of aptitudes the participants of our focus group deemed required for

leaders to have:

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C) The Code Book

We excluded data recorded that was not applicable for this analysis, i.e. the discussion on video

recording. Some categories might not be relevant as they appear only once or twice yet contribute

to expanding the existing theory.

Transcription Categories Themes

[… General introduction and presentation of the ice breaker game…] Facilitator A: Time’s up. Ok. Participant A, you want to start? Participant A: Yeah, why not. I chose Steve Jobs, just because I believe, from all the leaders, I think that this figure is the closest to me. I really appreciate what he’s done in his business life. He was creative and he was encouraging people that he managed to be creative, to be different, to think differently. I believe that he didn’t put them in a really strict boundaries. So I believe when you manage people, especially if you work in the technology company, that’s crucial. I don’t know if people here watched; I don’t

Personal Perception – Identification with the leader Unique

THE LEADER’S RELATABILITY TO THE INDIVIDUAL PERSONALITY TRAITS OF A LEADER

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remember the year, maybe the in the nineties, the speech of Steve Jobs promoting. The speech about Microsoft. He was a great great speaker and he was able to encourage people by the way he talked. These are some characteristics. And, he never gave up. He had obstacles and still, he overcame it. He showed, not only to himself, but the people whom he managed that he has a strong character, he knows what he’s doing, and he believes in it. Facilitator A: If you had to describe him in three words, what would they be? Participant A: Well, give me another minute. I can’t just pop them out of my head. Participant B: I chose Gandhi. I think the way he solves conflicts is not through fighting. He tried to find a compromise between two parties. He has his own unique way of how a country should detach itself from colonialism. He succeeded in convincing others that India can achieve freedom by showing their adversary that they are wrong but not in a fighting manner. His uniqueness of leadership is very important. Facilitator A: Can you describe in three words? Participant B: Let me think about it. Participant C: I chose Nelson Mandela. First, he is a fighter, a peacemaker and he fought for 27 years, imprisoned, for the apartheid to collapse between the British, the German, and people from the Netherlands against the South Africans. There were a lot slaughtered and discriminated against them. He never surrendered and once he was president, he didn’t treat them as lower people. He wanted equality and this is important to understand people, to listen to them, to understand them, to be aware of their cultures. To be aware of their differences. And what bring South Africa together between the whites and the blacks were sports. The World War…the World Cup of rugby in 1994 where South Africa won, and for me, um, Nelson Mandela, is a real representation of leadership.

Communication skills – Ability to convey ideas - Has an impact on people's work Visionary Ability to manage people and resolve conflict Unique Has an impact on people's work - Communication skills - Ability to convey ideas Perseverance Listening skills and understanding - Intercultural sensitivity/knowledge Leader is a role model

SKILLS OF A LEADER- THE LEADER’S RELATABILITY TO THE INDIVIDUAL PERSONALITY TRAITS THAT MAKE A LEAER

SKILLS OF A LEADER PERSONALITY TRAITS OF A LEADER THE LEADER’S RELATABILITY TO THE INDIVIDUAL - SKILLS OF A LEADER

PERSONALITY TRAITS OF A LEADER

SKILLS OF A LEADER THE LEADER’S RELATABILITY TO THE INDIVIDUAL SKILLS OF A LEADER

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Facilitator A: You can describe him in three words? Participant C: Yes, so, listener, loyal, and peacemaker. Facilitator A: Participant D? Participant D: Well, I chose Bill Gates because I don’t know about them. And, um… It’s because he’s like a very successful man. You can say that about this job. He brought the trends in the whole world and we still use it. Hmm, I don’t know, I just think he’s a successful man. That’s why I chose him. [Mumbling] Facilitator A: Ok. Participant E: Ok, so I chosen, um, Putin and the words that I can describe him they’re crucial, charismatic and tough. Cause um… when we are talking about leader, I think I… except for to be gentle and um.. warm to its people but also crucial is one of the character that is uneglectable. And um, the thing that Putin has done and the achievement and what he has done for his country and his people is very admirable. So that’s why I chose him. Facilitator A: Can you describe him in three words? Participant E: Yeah, I did actually [laughs]. Facilitator A: Yeah, I know, but… Participant E: Crucial, charismatic, and tough. Participant A: What do you mean by crucial? Facilitator B: Yeah, can you describe what do you mean by crucial? Facilitator A: Yeah. Participant E: Me, it’s uh, [hand gesture]. Uh…

Ability to manage people and resolve conflicts Image/reputation - Link between success of a company and image of a leader - Has an impact on people’s lives Decisive Communication skills Caring Visionary Image/reputation - Personal perception

THE LEADER’S RELATABILITY TO THE INDIVIDUAL

PERSONALITY TRAITS OF A LEADER - SKILLS OF A LEADER A LEADER MUST BUILD RELATIONSHIPS PERSONALITY TRAITS OF A LEADER


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Participant A: Straightforward. Participant E: Yeah, straightforward but uh… Participant A: Direct. Participant E: Decision making very, yeah, straightforward. Facilitator B: Decisive, maybe? Participant E: Yeah, decisive. Participant A: Actually, I’ve come to this task because I believe you didn’t put one really admirable leader, Henry Ford. Facilitator A: Ok. Participant A: And uh, I think that… Participant B: I have another comment. Facilitator B: Why do you think that? Participant A: And I would choose him as a like leader of my choice. Facilitator B: Why would you say that? Participant A: Well, because uh, the way he runned his company. And there are a lot of like, he um, he was not only leading the company but he was actually working with his people. And he was pursuing, if you can’t do something, then like nothing is impossible. And he gave people time and resources and basically to achieve what he wanted. He didn’t just give the orders, but he gave all resources to achieve his goals and uh, he was uh, he was willing to take part in it as well. And I believe as a leader that’s why he build such a huge company, and um, in the auto… like um.. basically the industry emerged, the whole industry emerged. I would also state that he’s a good, a great leader. [Questions and comments on recording and videotaping – off topic]

Decisive Identification with the leader - Leader is a role model - Personal perception Caring - Participating Perseverance Management skills Visionary Caring - Participating Link between success of a company and image of a leader


A LEADER MUST BUILD RELATIONSHIPS PERSONALITY TRAITS OF A LEADER SKILLS OF A LEADER - PERSONALITY TRAITS OF A LEADER - A LEADER MUST BUILD RELATIONSHIPS

THE LEADER’S RELATABILITY TO THE INDIVIDUAL A LEADER MUST BUILD RELATIONSHIPS

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Participant C: I think you can’t assess a leader according to his profession. You also have to assess him throughout his personal skills and his personal life. Because actually, Gandhi was a pig with his wife but he was like a leader and uh… Participant B: But those are rumors! You have to… Participant C: So you have to admire… Participant B: How do you know he was a pig? Participant C: so you have to admire and to assess both ways. Participant B: But those are rumors. They always, they always pick on a leader and try to find things negative. Participant A: Yeah, but, like on which aspect do you want to concentrate on your research? On professional aspect or on personal aspect? Because both are quite different. Actually he’s right. Participant D: I think both are related. Participant C: No, they’re not. [Participant B shakes his head “no”] [Explanation of our project to the participants] Facilitator A: So now, what I really want you guys to think about, is about, think about that experience, and think what, for you, is the most important thing in leadership in the workplace. [More explanations and questions on our project] Facilitator B: So does anyone wants to share a personal experience that they had in the workplace? Participant A: Errr yes of course. So ok actually, throughout my working experience,

Distinction between a leader’s professional and personal life Image/reputation - Personal perception Image/reputation

THE LEADER’S RELATABILITY TO THE INDIVIDUAL THE LEADER’S RELATABILITY TO THE INDIVIDUAL

THE LEADER’S RELATABILITY TO THE INDIVIDUAL SKILLS OF A LEADER

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in the beginning I had one boss and supervisor, which actually introduced me to the field I'm working in, because I was just an intern. And but then like… he left the company, so the top management changed. And actually I've seen two different styles of managing people, and of leadership. And I will start with the good style. It's my first supervisor, because I believe the qualities.. I seriously admire this person and I am thankful for everything that he taught me. It's, um… He was communicating with me all the time, not only on professional topics but on personal as well. He was always truthful with me, even though I've seen him only 3 times during my internship because we were working in different cities, in different countries, and we met each other only like 3 times. Still he was able to build a relationship with me without being close to me. He was eager, he was ready to spend time just teaching new things, so then you become good at it. He spent 3 months just teaching me one thing so after I became good at it, and after he offered me a job. So I believe that this - It's hard for me to just describe it in a word it's just the attitude that this person has towards the people he manages. And he had this attitude not only towards me but towards other people as well. And, I guess not like all people he managed, but the people he believed in. Facilitator B: Do you think that he was like a mentor to you? Participant A: Yes errrr.. of course well at first it was an internship so of course he was mentoring me because he was my supervisor, but even after I started to work for him, it was not mentoring anymore because you do your job, like the… Facilitator A:… any other employee. Participant A: Yeah I was an employee. It's not babysitter, so of course.. Participant C: Supervising.

Personal perception Has an impact on people's lives and work - Personal perception Communication skills Trust Relationship-oriented - Ability to connect with people Caring - Participating Caring - Participating Ability to manage people Ability to delegate

THE LEADER’S RELATABILITY TO THE INDIVIDUAL A LEADER MUST BUILD RELATIONSHIPS A LEADER MUST BUILD RELATIONSHIPS

A LEADER MUST BUILD RELATIONSHIPS - SKILLS OF A LEADER

SKILLS OF A LEADER

SKILLS OF A LEADER SKILLS OF A LEADER - A LEADER MUST BUILD RELATIONSHIPS

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Participant A: Yes but still, yeah it's not mentoring. It's yes, kind of like supervising. Participant C: Overseeing. Participant A: Yeah. It's not only commanding what you need to do. Because for example now, the… My current supervisors, like the top management to whom I report, what they do they just, um… They failed in obtaining communication with their employees. Because they believe that since they are like partners, they are top managers, they like… like me, it doesn't matter, so.. and they failed to walk through the task, to walk through exact things that they want and then to monitor it and to establish relationship. Facilitator A: So for you, if I'm… You correct me if I'm wrong, for you empathy.. Participant A: It's not empathy, it's just building a relationship. Facilitator A: Building a relationship. Participant A: Yes Facilitator A: So for you that's the main thing in a leader. Participant A: Errr, it's very important because it's in my culture. We don't just do business, you don't just say, like appear once in two months and say like "Ok what have you done?" without even discussing, without, I don't know who you are, you called me… you called yourself my leader but without any established relationship, without any common ground, it's just not natural for me. And um… Well, at least that's my belief. And I guess it can be different from country to country, but this kind of relationship, me as an employee I have different attitudes towards different kinds of leaders. So now I don’t respect these people because they don’t respect me. If you respect me, you go and you establish relationship with me and you maintain it. And you try to understand what I'm doing. Without just asking from me, you

Ability to delegate Communication skills - Ability to connect with people Ability to connect with people - Relationship-oriented Intercultural sensitivity/knowledge - Impact of culture on what is expected of a leader Ability to connect with people Respect Listening skills and understanding

A LEADER MUST BUILD RELATIONSHIPS

SKILLS OF A LEADER - A MIX OF APTITUDES REQUIRED A LEADER MUST BUILD RELATIONSHIPS

THE LEADER’S RELATABILITY TO THE INDIVIDUAL SKILLS OF A LEADER

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need to give something. Facilitator C: What if you go to them and try to build a relationship? Did you try? Participant A: Errr, well those people didn’t return my calls... And they're, so… but it's a bit more personal, I'm talking more in general. Participant D: Yeah I think for example that is very important, I mean you have like someone who's leading you, because in my case for example, I was… As I told you I was working in a petrol company, and basically it was just like a good work and my boss he was not kind of a leader. He was relying on me all the time, like I was like his mom, like for everything, and he couldn't do anything without me. So you cannot see him like as a leader you know? And he never like… told me something… It was like we were working together, so I have to say that in my case I didn’t have a leader. So I think that respect is one thing that is really important. Facilitator A: Respect? Participant D: When you have someone who believes in you, because if you respect them, then you try to… I mean you see something, like he is the boss, you know what… Participant A: You try to do your best. Participant D: Yeah, you try just to… To impact him, to… er… like then he can see you like a potential. Otherwise it's just like we work together. Participant A: At that moment you just stop caring about it. And you just let it go. Participant D: Exactly. Facilitator A: Eli? Care to elaborate? Participant C: For me the first characteristic of a leader is the passion. Facilitator A: Passion?

A boss is not necessarily a leader Ability to delegate Respect Has an impact on people's work - Personal perception - Trust Has an impact on people's work Passionate

THE LEADER’S RELATABILITY TO THE INDIVIDUAL THE LEADER’S RELATABILITY TO THE INDIVIDUAL THE LEADER’S RELATABILITY TO

THE INDIVIDUAL

PERSONALITY TRAITS OF A LEADER THE LEADER’S RELATABILITY TO THE INDIVIDUAL - PERSONALITY TRAITS OF A LEADER - THE LEADER’S RELATABILITY TO THE INDIVIDUAL

THE LEADER’S RELATABILITY TO THE INDIVIDUAL SKILLS OF A LEADER A LEADER MUST BUILD RELATIONSHIPS

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Participant C: Passion, yes. You have to be passionate to your job and you have to inspire people. If you're passionate I can feel it, and if I feel it, I want to work with you, because you can see that I have potential, and I can be like you, you know? So for me this is the first characteristic and the most important. Facilitator B: Did you have that experience? Participant C: Yes absolutely. Facilitator B: Can you talk about that? Participant C: My boss was so passionate about his job. He was the director of KPMG and it was so amazing to work with him. He was always communicating with me, listening to me, trying to find the other way around of a problem, to solve it. And it was purely professional, but outside of the office that was different, you know? So you have to make the difference of the professional life and the personal one too. Facilitator A: Ok. Participant B? Participant B: Errr… I think the most important characteristic of a leader is actually innovation. Because you can be passionate, you can be like not so autocratic and have the best um... like personal characteristics, but if you fail to innovate, you'll actually loose in the long-run. Participant C: Yes but you… you don’t work alone. Participant B: Yes yes, but like all the… Participant A: If you don’t have the competencies, you can complete with those of the others, you know? Participant B: Yes yes. Participant A: So you have to work with the others, that have different competencies,

Inspirational - Passionate Has an impact on people's work Personal perception – Has an impact on people's work Communication and listening skills Distinction between a leader’s professional and personal life Innovative Long-term orientation Working with the team Working with the team

PERSONALITY TRAITS OF A LEADER PERSONALITY TRAITS OF A LEADER

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experiences… Participant B: I am talking about a leader who's focusing on the long term. Participant A: What is innovation in your sense? Like you create new products, or you establish new ways of building the relationship with people? Because it's different… Participant C: On management… Participant B: Innovation in all senses: in relationships, in the companies, in like the product or whatever they're making… and you know, like um.. think about it like all the business today are evolving very fast. Participant C: It's true. Participant B: Everybody is trying to find like a new way to do things. If you’re gonna… if you're gonna place your first priority in a leader, is to be like what did you say? [to Participant C] Participant C: Passionate. Participant B: Passionate and you said like.. [to Participant A] Participant A: I said relationship. Facilitator B: Mentoring, relationship building. Participant C: Trust oriented. All: Yeah Participant D: But I think you have to rely on something. Participant B: That's not the first priority. It is very important but it's not the first because we are in a global world, and companies are very fastly seeking new opportunities, and if you want to… Participant C: Of course, if you don’t have the

Long-term orientation – Visionary Innovative Trust Consistency Many aptitudes but one priority Working with the team

THE LEADER’S RELATABILITY TO THE INDIVIDUAL SKILLS OF A LEADER A MIX OF APTITUDES REQUIRED

A LEADER MUST BUILD RELATIONSHIPS PERSONALITY TRAITS OF A LEADER A MIX OF APTITUDES REQUIRED A MIX OF APTITUDES

REQUIRED PERSONALITY TRAITS OF A LEADER

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competencies, you have to find someone who has the potential to innovate. Because for example… Participant A: I just want to ask you something. So what you're saying is that innovation is the key. Participant B: No no it's the priority- Participant A: Yeah, the priority. Are you ready to work for a person who's innovative, like so innovative but he’s a jerk, he's a bad boss, he can't organize the work. So… Would you be still willing to work for this person? Participant B: Since we said that… Yes I understand. Since we said that innovation encompasses all these things, even relationships, if he's innovative in his products or whatever he makes, he will be innovative in his relationship with his people. Participant D: No… I think there's no relation with that. Participant A: I don't agree with you. Participant B: What is the most innovative company for example? Just give me one. Participant D: Google Participant A: Google Participant B: Google. Did you see how they work inside Google? Did you see how they establish relationships? Participant D: Because there's flexibility, and there's trust. Participant B: They have… They live together. Facilitator C: You're confusing innovation and uniqueness. Participant D: Yeah, maybe you need to… Participant B They invented an innovative

Innovative Many aptitudes but one priority No priority Innovative Link between success of a company and image of a leader Trust



A MIX OF APTITUDES REQUIRED A MIX OF APTITUDES REQUIRED A MIX OF APTITUDES REQUIRED

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style of work within the organization. How did they invent that? Just look how they work inside Google. Participant D: Yes. That's their culture. Participant B: You'll see… Yeah but that's innovative. Other companies don't have this type of culture. Participant E: I think we're talking about the most important factor that we think for leadership. Of course we take respect, we take competency, and also relationship building. All the leaders they should acquire these kind of qualities. But I understand what Participant B says, because it’s him taking innovation as the most important factor that a leader needs, but also a leader needs, like um… competency in the field, power of execution, patience, passion, of course that’s included. Participant C: It’s a combination. Participant E: Yeah. Participant B: Yes yes yes. But I’m taking the perspective of the 21st century when companies are seeking new ways to, and they’re seeking very fast you know, the business of today is not the business of yesterday, you know? So that’s why I said innovation, because we’re in the 21st century, and I chose this guy, Mohandas Gandhi, because he innovated a new way to resolve conflict. He was actually peaceful, like… How can I explain it? Like.. It’s something like new way to do things. And he was the only one, out of all of these guys [pointing at the cards on the table with other leaders’ names and pictures], that he actually achieved it. Participant A: What Oprah did to you? She’s a nice woman. She’s quite peaceful, come on…. Participant B: But did I say she’s not? Participant A: Mother Teresa, seriously.

Combination of aptitudes Combination of aptitudes Combination of aptitudes Innovative


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Participant B: Ok, did I say she’s not? Participant C: Nelson Mandela for example. Participant B: But this guy he kicked out the British… Participant A: Mother Teresa, and you tell me about peace. Participant C: What about Nelson Mandela? Participant B: Yeah of course! Of course! Yeah… Participant A: So this is a combination of all these, uhhh, factors, you know? Participant B: OK. Participant E: Yes of course. Participant C: You can’t rely only on innovation. Participant B: The thing is because you guys like said… Like, I cannot say the same stuff that you said. [laughs] Participant B: And, plus we are in the 21st century so innovation is very important. Ok? So… just… try to understand it this way.. Participant A: Yes, yeah ok, I’m fine with it. Participant C: And you learn a lot from others. Participant B: What? Participant C: [insisting] You learn a lot from others. Participant D: I think that, for example, a leader, you have to admire him or her. And um… It has to be like a person who’s balanced, like in personal life, and also like in the work. And he has to show that… so, if he

Combination of aptitudes Combination of aptitudes Working with the team Personal perception - Image/reputation Consistency Has an impact on people's work

A LEADER MUST BUILD RELATIONSHIPS THE LEADER’S RELATABILITY TO THE INDIVIDUAL - SKILLS OF A LEADER THE LEADER’S RELATABILITY TO THE INDIVIDUAL

THE LEADER’S RELATABILITY TO THE INDIVIDUAL - PERSONALITY TRAITS OF A LEADER SKILLS OF A LEADER

PERSONALITY TRAITS OF A

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motivates you, then you can think him like "ok he’s a leader", you know? That’s it. Participant B: He motivates you by being innovative. [Participant E laughs] Participant D: Can be one way. But I mean, there is also, you also have to rely on something. And if he’s always innovating, you actually, you don’t know who is he, you know… You don’t feel, like.. comfortable. Participant B: If you work in a business that has a new way of doing things, and it’s unique compared to others… Participant D: Then you have to adapt to the culture. Participant B: Yes! And you will feel attached to it. Participant A: Come on like.. like, there are billions of companies around the world, it doesn’t mean that all of them become innovative just because we’re in the 21st century. Participant B: You don’t need to be like Google. You can be, for example, a small hotel. They can be innovative in small things. And that takes small things, Facilitator C can surely tell you how. You.. You don’t need to be Accor um... Accor, Ibis, or to be, you know, um… Le Meridian. Even if um.. he owns a small hotel, he can try to be innovative in certain ways. And I’m sure he is… Participant A: So you mean you will respect this person because he is innovative. Because we are talking about the person, the leader. Participant B: I require the leader of the 21st century to be innovative. Facilitator A: Ok. Facilitator B: So, I think they’re all good points, and what we would like for everyone to do is… we’ve all said characteristics that we

- Motivation Motivation – Has an impact on people's work - Innovative Consistency Innovative Innovative

LEADER


A MIX OF APTITUDES REQUIRED PERSONALITY TRAITS OF A LEADER PERSONALITY TRAITS OF A LEADER PERSONALITY TRAITS OF A

LEADER SKILLS OF A LEADER - A LEADER MUST BUILD RELATIONSHIPS - THE LEADER’S RELATABILITY TO THE INDIVIDUAL

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individually think are required… Participant E: Wait wait… Before you go to the next question, can I say something? Which I think is the most important except from what they have mentioned. Cause I agree that those qualities are needed for leaders to do a god job, but beside of this, another outstanding quality is executing… the power of execution. Cause I had this experience. My former boss: he’s really nice, he’s building relationship with the employees, and he’s caring, he’s passionate, but the only thing I think he lacks is the power of execution. Cause a leader is somebody who’s going to make the decision. He has to be decisive. He has to be straight-forward sometimes. To make the.. the whole group follow his trait, which has to be the right way for the company. That’s what I wanted to say. Participant D: That’s good. Facilitator A: Ok. Now, we all hear, this is all interesting and you have different visions of leadership. That was very interesting, thank you guys for that. Er.. now, you are a multinational group… um.. team. You realize that you have different nationalities, and that was one of the major point for us, is that now we want you to come to an agreement. Like if you have to build your leader, how would he be? And, we only need like… Facilitator B: Five Facilitator A: Five characteristics Facilitator B: Five characteristics, aptitudes, which you guys all have to come to an agreement. There is no prioritization, so no order of what’s more important than the other. It’s just five qualities that you guys.. Participant C: All of the qualities, we have all different qualities. Participant B: So we all said different things. Participant C: Yes

Combination of aptitudes Decisive Decisive Visionary Ability to delegate - Working with the team - Has an impact on people's work Combination of aptitudes



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Participant A: Yes so just combine them together and that will be it. Facilitator B: Yes but you guys all have to come to a consensus. Facilitator A: Yes Participant B: We all agree. Participant E: It’s a combination of these 5. [general agreement in the group] Participant A: We mentioned five different .. Facilitator A: Ok so now we’re gonna repeat and you’re gonna see if that’s what you like your leadership would be. Like… you’re gonna create a leadership. Participant C: You should have said that. If I remember the characteristics of Participant E for example, or Participant A… trying to see if we listened. Facilitator A: No no. Participant C: Yeah it should be… Participant E: It’s true. Participant C: It could have been interesting. Anyway… Participant B: Why? [to Participant C] Facilitator A: Build your leader! [giving a paper to write on] Facilitator B: So work together, in a multinational group.. Participant D: Take a picture of me… [laughs] Participant B: So I just put the 5 words?

Combination of aptitudes Combination of aptitudes Combination of aptitudes

THE LEADER’S RELATABILITY TO THE INDIVIDUAL A LEADER MUST BUILD RELATIONSHIPS

A LEADER MUST BUILD RELATIONSHIPS THE LEADER’S RELATABILITY TO THE INDIVIDUAL THE LEADER’S RELATABILITY TO THE INDIVIDUAL PERSONALITY TRAITS OF A LEADER PERSONALITY TRAITS OF A LEADER

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Facilitator B: Yeah Facilitator A: Just all you’re gonna… [everyone speaking at the same time…] Participant B: Ok.. [taking the paper] you said a lot of things, so tell me one thing. Participant A: Errrr…. like Participant C: Trustworthiness Participant A: No, it’s like… Participant C: Trust-oriented.. Participant A: A person who cares about relationships. I don’t know how to put it in one word. Participant C: Relationship-oriented. Participant A: Yeah relationship oriented. Participant D: I think it has to be someone who inspires you. Participant C: Inspirational Participant A: It’s fine for me. Participant C: She said that. Passionate. Participant A: Innovative. Participant B: Ok Participant D: Because he inspires you then you respect him. And you trust him. Participant C: Ok. Why? Participant B: So we have 3 ‘til now. Participant D: Because… Participant B: Inspirational, and you? [to Participant C]

Trust Caring – Relationship-oriented Relationship-oriented Inspirational – Has an impact on people's work Inspirational Passionate Innovative Inspirational – Respect - Trust


PERSONALITY TRAITS OF A LEADER PERSONALITY TRAITS OF A

LEADER

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Participant A: Passionate Participant C: Passionate Participant D: Passion! You Eli… you are… Participant C: Participant E? Participant E: Power of execution Participant C: That’s 3 words.. Participant A: Come on, like, how can you put this.. Participant E: That’s one quality. [handing over the paper to Facilitator A] Facilitator A: Perfect! Facilitator B: Ok so, just to repeat them: innovative, relationship-oriented, inspirational, passionate, and power of execution. Participant A: And powerful? Facilitator A: Ok. Well, that’s it guys. Thank you very much! Facilitator B: Any last minute comments about this? Participant C: Also ummm, network. Network is important. So as Participant A said, relationship-oriented, but also, to build a network. Cause the network is important. Participant E: Yes of course these 5 points cannot be the only 5 points. Facilitator A: No, of course not. Participant E: So we have a lot of other qualities that is important. Facilitator A: In um… maybe… like how much time did they take? Like, to make a list…

Passionate Decisive – straightforward Combination of aptitudes Image - Persevere - Decisive Working with the team -Relationship-oriented Combination of aptitudes Combination of aptitudes There are still many other aptitudes to unveil


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REQUIRED A MIX OF APTITUDES REQUIRED

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Facilitator B: Yeah, less than one minute. Facilitator A: Less than one minute and you already agreed on some. Maybe it’s not perfect. Maybe… we don’t know. Participant C: There’s no right or wrong Facilitator A: It’s not the aim of our research. We are glad we got the results. Facilitator B: Yeah Participant D: But we as a multicultural group, I think we agree, like.. for the 5… Without like arguing about it, so I mean… Participant A: Yeah well, it's… Facilitator A: Yeah, for our… Participant C: These characteristics imply other characteristics. This is a virtuous circle. Participant D: So… this is a good group! We can work together. [laughs] Facilitator A: Ok, thank you very much!

Combination of aptitudes Combination of aptitudes There are still many other aptitudes to unveil

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D) Transcript Extract

Evgeniia Participant A

Wasim Participant B

Eliézer Participant C

Maria Participant D

Tracy Participant E

Facilitator A: Ok guys, so we are here today for the focus group of Facilitator D, Facilitator B,

Facilitator C and myself. First of all, before we start, just introduce yourself, your age, and your

previous experience. As your part of this group, we asked you if you have like a professional

experience in a multicultural group. Then I will explain the game, and then how this focus group

is going to work. Ok? So, Participant E?

Participant E: Hmm, can you please give the research question? Cause I…

Facilitator A: Yes, I will give you that, just before introduce yourself and your age and your

previous experience.

Participant E: So just the… Ok, I am 24, and I used to work in an exhibition company in China,

for three and a half years.

Participant D: My name is Participant D, I am 26 years old. I was working for a petrol company

in Peru.

Participant C: My name is Participant C, I am 21, I used to be a headhunter for consulting firms,

advisory firms and banks.

Participant B: My name is Participant B, I'm 25, I worked in real estate.

Participant A: My name is Participant A, I'm 21 and I worked in a consulting company.

Facilitator D: We are recording and I don’t think we can hear you so please speak up.

Facilitator A: Just to think why you chose. That’s why we provided you with paper to write it

down. That will be fine, ok? So you have one minute. Thank you.

Facilitator D: I think one minute is too much time.

Facilitator A: No, it’s ok.

Facilitator B: Do you need a pen? [To Participant E]

Participant E: No, I’m fine. I have one in my bag.

David Facilitator A

Crystal Facilitator B

Guillaume Facilitator C

Marie Facilitator D

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Participant D: Can I take my phone? To make sure I…

Facilitator B: Can you all write down the characteristics you come up with?

Facilitator A: No, Facilitator C will do it.

Facilitator B: Ok. He is going to identify each person and what they wrote?

Facilitator A: We’re going to go one by one so everyone can say.

Facilitator B: Ok.

[30 seconds remaining]

Facilitator A: Time’s up. Ok. Participant A, you want to start?

Participant A: Yeah, why not. I chose Steve Jobs, just because I believe, from all the leaders, I

think that this figure is the closest to me. I really appreciate what he’s done in his business

life. He was creative and he was encouraging people that he managed to be creative, to be

different, to think differently. I believe that he didn’t put them in a really strict boundaries. So

I believe when you manage people, especially if you work in the technology company, that’s

crucial. I don’t know if people here watched; I don’t remember the year, maybe the in the nineties,

the speech of Steve Jobs promoting. The speech about Microsoft. He was a great great speaker

and he was able to encourage people by the way he talked. These are some characteristics. And,

he never gave up. He had obstacles and still, he overcame it. He showed, not only to himself, but

the people whom he managed that he has a strong character, he knows what he’s doing, and he

believes in it.

Facilitator A: If you had to describe him in three words, what would they be?

Participant A: Well, give me another minute. I can’t just pop them out of my head.

Participant B: I chose Gandhi. I think the way he solves conflicts is not through fighting. He

tried to find a compromise between two parties. He has his own unique way of how a country

should detach itself from colonialism. He succeeded in convincing others that India can achieve

freedom by showing their adversary that they are wrong but not in a fighting manner. His

uniqueness of leadership is very important.

Facilitator A: Can you describe in three words?

Participant B: Let me think about it.

Participant C: I chose Nelson Mandela. First, he is a fighter, a peacemaker and he fought for 27

years, imprisoned, for the apartheid to collapse between the British, the German, and people from

the Netherlands against the South Africans. There were a lot slaughtered and discriminated

against them. He never surrendered and once he was president, he didn’t treat them as lower

people. He wanted equality and this is important to understand people, to listen to them, to

understand them, to be aware of their cultures. To be aware of their differences. And what

bring South Africa together between the whites and the blacks were sports. The World War…the

World Cup of rugby in 1994 where South Africa won, and for me, um, Nelson Mandela, is a

real representation of leadership.

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[Participant A and Participant B writing on their papers]

Facilitator A: You can describe him in three words?

Participant C: Yes, so, listener, loyal, and peacemaker.

Facilitator A: Participant D?

Participant D: Well, I chose Bill Gates because I don’t know about them. And, um… It’s because

he’s like a very successful man. You can say that about this job. He brought the trends in the

whole world and we still use it. Hmm, I don’t know, I just think he’s a successful man. That’s

why I chose him. [Mumbling]

Facilitator A: Ok.

Participant E: Ok, so I chosen, um, Putin and the words that I can describe him they’re crucial,

charismatic and tough. Cause um… when we are talking about leader, I think I… except for to

be gentle and um.. warm to its people but also crucial is one of the character that is uneglectable.

And um, the thing that Putin has done and the achievement and what he has done for his country

and his people is very admirable. So that’s why I chose him.

Facilitator A: Can you describe him in three words?

Participant E: Yeah, I did actually [laughs].

Facilitator A: Yeah, I know, but…

Participant E: Crucial, charismatic, and tough.

Participant A: What do you mean by crucial?

Facilitator B: Yeah, can you describe what do you mean by crucial?

Facilitator A: Yeah.

Participant E: Me, it’s uh, [hand gesture]. Uh…

Participant A: Straightforward.

Participant E: Yeah, straightforward but uh…

Participant A: Direct.

Participant E: Decision making very, yeah, straightforward.

Facilitator B: Decisive, maybe?

Participant E: Yeah, decisive.

Participant A: Actually, I’ve come to this task because I believe you didn’t put one really

admirable leader, Henry Ford.

Facilitator A: Ok.

Participant A: And uh, I think that…

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Participant B: I have another comment.

Facilitator B: Why do you think that?

Participant A: And I would choose him as a like leader of my choose.

Facilitator B: Why would you say that?

Participant A: Well, because uh, the way he runned his company. And there are a lot of like, he

um, he was not only leading the company but he was actually working with his people. And

he was pursuing, if you can’t do something, then like nothing is impossible. And he gave people

time and resources and basically to achieve what he wanted. He didn’t just give the orders, but

he gave all resources to achieve his goals and uh, he was uh, he was willing to take part in it

as well. And I believe as a leader that’s why he build such a huge company, and um, in the

auto… like um.. basically the industry emerged, the whole industry emerged. I would also state

that he’s a good, a great leader.

[Participant B writes on his paper while Participant A talks]

[Participant C raises his hand]

Facilitator B: Participant B, you wanted to say something.

Participant B: Why are you video tapping?

Facilitator B: Because it’s easier for us to see who said what.

Participant B: You put that in the paper? Did you say you are going to videotape in the PIS?

Facilitator B: No we didn’t. We are going to record but I don’t think we even said we’re going to

record audio.

Participant B: You didn’t write both of them?

Facilitator B: We would have to double check. Do you…

Participant B: I don’t like videos. You know… I don’t like [mumbling]

Facilitator C: we didn’t.

[side chatter]

Facilitator B: If you feel comfortable… If you feel comfortable knowing that we are not going to

share this other than our research and transcribing.

Participant B: Ok.

Facilitator B So. You have my word; you can watch me delete it right after we do that. That’s ok

with you?

Participant B: Ok.

Facilitator A: Anything? Anything else?

Facilitator B: Wait. You wanted to say something Elie?

38

Participant C: I think you can’t assess a leader according to his profession. You also have to

assess him throughout his personal skills and his personal life. Because actually, Gandhi was

a pig with his wife but he was like a leader and uh…

Participant B: But those are rumors! You have to…

Participant C: So you have to admire…

Participant B: How do you know he was a pig?

Participant C: so you have to admire and to assess both ways.

Participant B: But those are rumors. They always, they always pick on a leader and try to find

things negative.

Participant A: Yeah, but, like on which aspect do you want to concentrate on your research? On

professional aspect or on personal aspect? Because both are quite different. Actually he’s right.

Participant D: I think both are related.

Participant C: No, they’re not.

[Participant B shakes his head “no”]

Facilitator B: The research question, which we can say it again are “What are the specific

aptitudes…”

Participant A: No, no, I’m just trying to understand which aspect do you want to concentrate on?

Facilitator B: Actually…

Facilitator A: It doesn't matter actually what if there is a business, that is why you have a broad

pictures of leadership. We don't…

Facilitator B: We want a specific…

Facilitator A: Actually what we're looking for is: "What does it take to lead a multicultural

group? What aptitudes?" We.. You all said something about the leadership, something about the

company, or personal life, no personal life.

Participant A: You…

Facilitator A: And now actually you are here because you already worked in a multinational

environment. Well at least you have experience. So now, what I really want you guys to think

about, is about, think about that experience, and think what, for you, is the most important thing

in leadership in the workplace.

Participant C: What is it related to the game?

Facilitator B: Now we're transitioning into… So first we just wanted you guys to get a mindset of

and thinking: "OK, what are the specific characteristics, aptitudes, qualities of leaders that we, or

most of us know, globally." Now we're transitioning into "OK, how are some of these

characteristics that you've identified, how do they translate into the workplace? How have your

39

managers or supervisors, have you seen those qualities in them, have you not"…Like.. We want

now your experience…

Facilitator A: Basically, you have like an idea of leadership, you already have like you said by

describing Nelson Mandela. But between what you believe and what you search in leadership,

and what is required in the workplace, maybe there is a difference. And that's what we're trying to

get into.

Participant C: But what is required is so relative and subjective the company, the culture..

Facilitator B: Right! That's to you, from your experience.

Facilitator A: Exactly

Participant C: That's from my experience, in the workplace, that's true.

Facilitator B: But based on your experience.

Facilitator A: The subject is too broad, we had to narrow it down to a specific… For us it's very

important to see, in the workplace, multicultural environment what would be the main aptitudes.

There is a lot.

[Side conversation between Participant B and Participant C]

Participant B: You have experience?

Participant C: Yeah, internship.

[Participant B shrugs]

Facilitator B: Doesn’t matter. It’s still experience.

Participant B: This is a joke. We need three months just to…

Facilitator A: Participant B! There is a lot of experience, and there is a lot of thinking about

leadership, so what we want you guys to do is think about your experience, say "Ok now we talk

about leadership". We already did, we already did when you said some aptitudes that are required,

some aptitudes that you admire, so now in a multicultural, think about the work environment,

multinational groups. What would be the main aptitudes required to lead a multinational group?

Facilitator B: Based on your experience.

Participant A: Is it like you want to make it applicable to international companies? Why you're

stressing about multicultural groups?

Participant C: Yes, what's the outcome?

Facilitator A: The outcome will be actually, that there is…

Participant A: Because we need to understand.

Facilitator B: Yeah yeah, we sent the PIS that explains all.

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Facilitator A: There is a notion of leadership. It is what you think but also it is what is required

and what we think is that for lead a multinational group there are some aptitudes that are required,

in…

Facilitator C: You pushed them a little bit, like tolerance, minimum education about the cultures,

things like that. A vision, if you are convinced about something, even if it's wrong, you will

convince people who lack conviction and trust about themselves.

Facilitator B: But that's based on his experience and what he thinks so, we want to know what

you guys think of…

Participant C: Connect the dots.

Facilitator B: Yeah.

Facilitator A: Exactly. Then we're gonna match what you think about your leadership and what is

required. So you guys understand?

All: yes

Facilitator A: Ok now you think about, in the workplace, your experience, in multinational

environment that you have. What for you would be… We already agreed that there are aptitudes

in the leadership that we admire. Now what we're trying to do, to build, is like a ladder, and a

guide for leading a multinational group.

Participant C: The characteristics you mean.

Facilitator A: Yeah, aptitudes. So, that's why I made you think about 3 aptitudes.

Participant B: So this was the icebreaker question?

Facilitator A: Yes the icebreaker.

Facilitator B Not so the ice break but just…

Participant B: Ok so if you told us that from the beginning it would be much better than ask all

these questions.

Facilitator A: No because now you're thinking and I.. First, I don't want you to think, I want your

belief.

Participant B: Ok ok.

Facilitator B: So does anyone wants to share a personal experience that they had in the

workplace?

Participant B: [to Participant A] Just start.

Participant A: Excuse me?

Facilitator B: Would anyone like to share..

Facilitator A: Yeah, pick up..

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Facilitator B: You don't have to go in order. If someone's compelled to share an experience that

they've had in the workplace, their boss or supervisor.

Participant A: Like you mean my relationship with my boss in the workplace.

Facilitator A: No

Facilitator B: No no, what characteristics that they had or what you think was lacking in your

supervisor that he or she should have had in leading you.

Facilitator A: Let me explain this way.

Participant A: I understood, it's fine.

Facilitator B: Would you like to share?

Participant A: Errr yes of course. So ok actually, throughout my working experience, in the

beginning I had one boss and supervisor, which actually introduced me to the field I'm working

in, because I was just an intern. And but then like… he left the company, so the top management

changed. And actually I've seen two different styles of managing people, and of leadership. And I

will start with the good style. It's my first supervisor, because I believe the qualities.. I seriously

admire this person and I am thankful for everything that he taught me. It's, um… He was

communicating with me all the time, not only on professional topics but on personal as well.

He was always truthful with me, even though I've seen him only 3 times during my internship

because we were working in different cities, in different countries, and we met each other only

like 3 times. Still he was able to build a relationship with me without being close to me. He

was eager, he was ready to spend time just teaching new things, so then you become good at it.

He spent 3 months just teaching me one thing so after I became good at it, and after he offered

me a job. So I believe that this - It's hard for me to just describe it in a word it's just the attitude

that this person has towards the people he manages. And he had this attitude not only towards

me but towards other people as well. And, I guess not like all people he managed, but the people

he believed in.

Facilitator B: Do you think that he was like a mentor to you?

Participant A: Yes errrr.. of course well at first it was an internship so of course he was mentoring

me because he was my supervisor, but even after I started to work for him, it was not mentoring

anymore because you do your job, like the…

Facilitator A:… any other employee.

Participant A: Yeah I was an employee. It's not babysitter, so of course..

Participant C: Supervising.

Participant A: Yes but still, yeah it's not mentoring. It's yes, kind of like supervising.

Participant C: Overseeing.

Participant A: Yeah. It's not only commanding what you need to do. Because for example now,

the… My current supervisors, like the top management to whom I report, what they do they just,

um… They failed in obtaining communication with their employees. Because they believe

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that since they are like partners, they are top managers, they like… like me, it doesn't matter, so..

and they failed to walk through the task, to walk through exact things that they want and then to

monitor it and to establish relationship.

Facilitator A: So for you, if I'm… You correct me if I'm wrong, for you empathy..

Participant A: It's not empathy, it's just building a relationship.

Facilitator A: Building a relationship.

Participant A: Yes

Facilitator A: So for you that's the main thing in a leader.

Participant A: Errr, it's very important because it's in my culture. We don't just do business,

you don't just say, like appear once in two months and say like "Ok what have you done?"

without even discussing, without, I don't know who you are, you called me… you called

yourself my leader but without any established relationship, without any common ground,

it's just not natural for me. And um… Well, at least that's my belief. And I guess it can be

different from country to country, but this kind of relationship, me as an employee I have

different attitudes towards different kinds of leaders. So now I don’t respect these people

because they don’t respect me. If you respect me, you go and you establish relationship with

me and you maintain it. And you try to understand what I'm doing. Without just asking from

me, you need to give something.

Facilitator C: What if you go to them and try to build a relationship? Did you try?

Participant A: Errr, well those people didn’t return my calls... And they're, so… but it's a bit more

personal, I'm talking more in general.

Participant D: Yeah I think for example that is very important, I mean you have like someone

who's leading you, because in my case for example, I was… As I told you I was working in a

petrol company, and basically it was just like a good work and my boss he was not kind of a

leader. He was relying on me all the time, like I was like his mom, like for everything, and he

couldn't do anything without me. So you cannot see him like as a leader you know? And he never

like… told me something… It was like we were working together, so I have to say that in my

case I didn’t have a leader. So I think that respect is one thing that is really important.

Facilitator A: Respect?

Participant D: When you have someone who believes in you, because if you respect them, then

you try to… I mean you see something, like he is the boss, you know what…

Participant A: You try to do your best.

Participant D: Yeah, you try just to… To impact him, to… er… like then he can see you like a

potential. Otherwise it's just like we work together.

Participant A: At that moment you just stop caring about it. And you just let it go.

Participant D: Exactly.

Facilitator A: Eli? Care to elaborate?

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Participant C: For me the first characteristic of a leader is the passion.

Facilitator A: Passion?

Participant C: Passion, yes. You have to be passionate to your job and you have to inspire

people. If you're passionate I can feel it, and if I feel it, I want to work with you, because you

can see that I have potential, and I can be like you, you know? So for me this is the first

characteristic and the most important.

Facilitator B: Did you have that experience?

Participant C: Yes absolutely.

Facilitator B: Can you talk about that?

Participant C: My boss was so passionate about his job. He was the director of KPMG and it was

so amazing to work with him. He was always communicating with me, listening to me, trying

to find the other way around of a problem, to solve it. And it was purely professional, but outside

of the office that was different, you know? So you have to make the difference of the professional

life and the personal one too.

Facilitator A: Ok. Participant B?

Participant B: Errr… I think the most important characteristic of a leader is actually innovation.

Because you can be passionate, you can be like not so autocratic and have the best um... like

personal characteristics, but if you fail to innovate, you'll actually loose in the long-run.

Participant C: Yes but you… you don’t work alone.

Participant B: Yes yes, but like all the…

Participant A: If you don’t have the competencies, you can complete with those of the others, you

know?

Participant B: Yes yes.

Participant A: So you have to work with the others, that have different competencies,

experiences…

Participant B: I am talking about a leader who's focusing on the long term.

Participant A: What is innovation in your sense? Like you create new products, or you establish

new ways of building the relationship with people? Because it's different…

Participant C: On management…

Participant B: Innovation in all senses: in relationships, in the companies, in like the product or

whatever they're making… and you know, like um.. think about it like all the business today are

evolving very fast.

Participant C: It's true.

Participant B: Everybody is trying to find like a new way to do things. If you’re gonna… if you're

gonna place your first priority in a leader, is to be like what did you say? [to Participant C]

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Participant C: Passionate.

Participant B: Passionate and you said like.. [to Participant A]

Participant A: I said relationship.

Facilitator B: Mentoring, relationship building.

Participant C: Trust oriented.

All: Yeah

Participant D: But I think you have to rely on something.

Participant B: That's not the first priority. It is very important but it's not the first because we are

in a global world, and companies are very fastly seeking new opportunities, and if you want to…

Participant C: Of course, if you don’t have the competencies, you have to find someone who has

the potential to innovate. Because for example…

Participant A: I just want to ask you something. So what you're saying is that innovation is the

key.

Participant B: No no it's the priority-

Participant A: Yeah, the priority. Are you ready to work for a person who's innovative, like so

innovative but he’s a jerk, he's a bad boss, he can't organize the work. So… Would you be still

willing to work for this person?

Participant B: Since we said that… Yes I understand. Since we said that innovation encompasses

all these things, even relationships, if he's innovative in his products or whatever he makes, he

will be innovative in his relationship with his people.

Participant D: No… I think there's no relation with that.

Participant A: I don't agree with you.

Participant B: What is the most innovative company for example? Just give me one.

Participant D: Google

Participant A: Google

Participant B: Google. Did you see how they work inside Google? Did you see how they

establish relationships?

Participant D: Because there's flexibility, and there's trust.

Participant B: They have… They live together.

Facilitator C: You're confusing innovation and uniqueness.

PARTICIPANT D: Yeah, maybe you need to…

Participant B They invented an innovative style of work within the organization. How did they

invent that? Just look how they work inside Google.

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Participant D: Yes. That's their culture.

Participant B: You'll see… Yeah but that's innovative. Other companies don't have this type of

culture.

Participant E: I think we're talking about the most important factor that we think for leadership.

Of course we take respect, we take competency, and also relationship building. All the

leaders they should acquire these kind of qualities. But I understand what Participant B says,

because it’s him taking innovation as the most important factor that a leader needs, but also a

leader needs, like um… competency in the field, power of execution, patience, passion, of

course that’s included.

Participant C: It’s a combination.

Participant E: Yeah.

Participant B: Yes yes yes. But I’m taking the perspective of the 21st century when companies are

seeking new ways to, and they’re seeking very fast you know, the business of today is not the

business of yesterday, you know? So that’s why I said innovation, because we’re in the 21st

century, and I chose this guy, Mohandas Gandhi, because he innovated a new way to resolve

conflict. He was actually peaceful, like… How can I explain it? Like.. It’s something like new

way to do things. And he was the only one, out of all of these guys [pointing at the cards on the

table with other leaders’ names and pictures], that he actually achieved it.

Participant A: What Oprah did to you? She’s a nice woman. She’s quite peaceful, come on….

Participant B: But did I say she’s not?

Participant A: Mother Teresa, seriously.

Participant B: Ok, did I say she’s not?

Participant C: Nelson Mandela for example.

Participant B: But this guy he kicked out the British…

Participant A: Mother Teresa, and you tell me about peace.

Participant C: What about Nelson Mandela?

Participant B: Yeah of course! Of course! Yeah…

Participant A: So this is a combination of all these, uhhh, factors, you know?

Participant B: OK.

Participant E: Yes of course.

Participant C: You can’t rely only on innovation.

Participant B: The thing is because you guys like said… Like, I cannot say the same stuff that

you said.

[laughs]

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Participant B: And, plus we are in the 21st century so innovation is very important. Ok? So…

just… try to understand it this way..

Participant A: Yes, yeah ok, I’m fine with it.

Participant C: And you learn a lot from others.

Participant B: What?

Participant C: [insisting] You learn a lot from others.

Participant D: I think that, for example, a leader, you have to admire him or her. And um… It

has to be like a person who’s balanced, like in personal life, and also like in the work. And he

has to show that… so, if he motivates you, then you can think him like "ok he’s a leader", you

know? That’s it.

Participant B: He motivates you by being innovative.

[Participant E laughs]

Participant D: Can be one way. But I mean, there is also, you also have to rely on something. And

if he’s always innovating, you actually, you don’t know who is he, you know… You don’t feel,

like.. comfortable.

Participant B: If you work in a business that has a new way of doing things, and it’s unique

compared to others…

Participant D:Then you have to adapt to the culture.

Participant B: Yes! And you will feel attached to it.

Participant A: Come on like.. like, there are billions of companies around the world, it doesn’t

mean that all of them become innovative just because we’re in the 21st century.

Participant B: You don’t need to be like Google. You can be, for example, a small hotel. They

can be innovative in small things. And that takes small things, Facilitator C can surely tell you

how. You.. You don’t need to be Accor um... Accor, Ibis, or to be, you know, um… Le Meridian.

Even if um.. he owns a small hotel, he can try to be innovative in certain ways. And I’m sure he

is…

Participant A: So you mean you will respect this person because he is innovative. Because we are

talking about the person, the leader.

Participant B: I require the leader of the 21st century to be innovative.

Facilitator A: Ok.

Facilitator B: So, I think they’re all good points, and what we would like for everyone to do is…

we’ve all said characteristics that we individually think are required…

Participant E: Wait wait… Before you go to the next question, can I say something? Which I

think is the most important except from what they have mentioned. Cause I agree that those

qualities are needed for leaders to do a god job, but beside of this, another outstanding

quality is executing… the power of execution. Cause I had this experience. My former boss:

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he’s really nice, he’s building relationship with the employees, and he’s caring, he’s passionate,

but the only thing I think he lacks is the power of execution. Cause a leader is somebody

who’s going to make the decision. He has to be decisive. He has to be straight-forward

sometimes. To make the.. the whole group follow his trait, which has to be the right way for

the company. That’s what I wanted to say.

Participant D: That’s good.

Facilitator A: Ok. Now, we all hear, this is all interesting and you have different visions of

leadership. That was very interesting, thank you guys for that. Er.. now, you are a multinational

group… um.. team. You realize that you have different nationalities, and that was one of the

major point for us, is that now we want you to come to an agreement. Like if you have to build

your leader, how would he be? And, we only need like…

Facilitator B: Five

Facilitator A: Five characteristics

Facilitator B: Five characteristics, aptitudes, which you guys all have to come to an agreement.

There is no prioritization, so no order of what’s more important than the other. It’s just five

qualities that you guys..

Participant C: All of the qualities, we have all different qualities.

Participant B: So we all said different things.

Participant C: Yes

Participant A: Yes so just combine them together and that will be it.

Facilitator B: Yes but you guys all have to come to a consensus.

Facilitator A: Yes

Participant B: We all agree.

Participant E: It’s a combination of these 5.

[general agreement in the group]

Participant A: We mentioned five different ..

Facilitator A: Ok so now we’re gonna repeat and you’re gonna see if that’s what you like your

leadership would be. Like… you’re gonna create a leadership.

Participant C: You should have said that. If I remember the characteristics of Participant E for

example, or Participant A… trying to see if we listened.

Facilitator A: No no.

Participant C: Yeah it should be…

Participant E: It’s true.

Participant C: It could have been interesting. Anyway…

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Participant B: Why? [to Participant C]

Facilitator A: Build your leader! [giving a paper to write on]

Facilitator B: So work together, in a multinational group..

Participant D:Take a picture of me…

[laughs]

Participant B: So I just put the 5 words?

Facilitator B: Yeah

Facilitator A: Just all you’re gonna…

[everyone speaking at the same time…]

Participant B: Ok.. [taking the paper] you said a lot of things, so tell me one thing.

Participant A: Errrr…. like

Participant C: Trustworthiness

Participant A: No, it’s like…

Participant C: Trust-oriented..

Participant A: A person who cares about relationships. I don’t know how to put it in one word.

Participant C: Relationship-oriented.

Participant A: Yeah relationship oriented.

Participant D: I think it has to be someone who inspires you.

Participant C: Inspirational

Participant A: It’s fine for me.

Participant C: She said that. Passionate.

Participant A: Innovative.

Participant B: Ok

Participant D: Because he inspires you then you respect him. And you trust him.

Participant C: Ok. Why?

Participant B: So we have 3 ‘til now.

Participant D: Because…

Participant B: Inspirational, and you? [to Participant C]

Participant A: Passionate

Participant C: Passionate

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Participant D: Passion! You Eli… you are…

Participant C: Participant E?

Participant E: Power of execution

Participant C: That’s 3 words..

Participant A: Come on, like, how can you put this..

Participant E: That’s one quality.

[handing over the paper to Facilitator A]

Facilitator A: Perfect!

Facilitator B: Ok so, just to repeat them: innovative, relationship-oriented, inspirational,

passionate, and power of execution.

Participant A: And powerful?

Facilitator A: Ok. Well, that’s it guys. Thank you very much!

Facilitator B: Any last minute comments about this?

Participant C: Also ummm, network. Network is important. So as Participant A said,

relationship-oriented, but also, to build a network. Cause the network is important.

Participant E: Yes of course these 5 points cannot be the only 5 points.

Facilitator A: No, of course not.

Participant E: So we have a lot of other qualities that is important.

Facilitator A: In um… maybe… like how much time did they take? Like, to make a list…

Facilitator B: Yeah, less than one minute.

Facilitator A: Less than one minute and you already agreed on some. Maybe it’s not perfect.

Maybe… we don’t know.

Participant C: There’s no right or wrong

Facilitator A: It’s not the aim of our research. We are glad we got the results.

Facilitator B: Yeah

Participant D: But we as a multicultural group, I think we agree, like.. for the 5… Without like

arguing about it, so I mean…

Participant A: Yeah well, it's…

Facilitator A: Yeah, for our…

Participant C: These characteristics imply other characteristics. This is a virtuous circle.

Participant D: So… this is a good group! We can work together.

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[laughs]

Facilitator A: Ok, thank you very much!

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E) Group Contribution/ Task Table

Aptitudes to be a multicultural leader

Business

Transcript of Aptitudes to be a multicultural leader