Working in a global economy as an international leader can be rewarding, although, a lack of cultural awareness may be an extraordinary barrier to overcome. Aspiring leaders should have an understanding of diversity, and cultural awareness in the workforce because it can increase potential within the organization. This paper will address the questions presented in chapter five of leadership case problem B. Specifically, how should Erin conduct herself while visiting the Dijon operation, should Erin be replaced as the international liaison, and finally; what is the importance of international business relationships I gather from this study.
Erin is facing what many first time leaders in international business fail to adequately prepare for. Clearly, she has some understanding of the language, although I think she underestimated the value of “class” that French workers value in their working environment (Durbin, 2010). Obviously, there is nothing she can do to elevate their perception of class within the French culture, although, I do believe there remains a couple of things she can do to better position herself as the leader. Primarily, Erin should improve her cultural sensitivity, specifically, as mentioned by Durbin (2010); “a cross cultural leader must be
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Specifically, how should Erin conduct herself while visiting the Dijon operation, should Erin be replaced as the international liaison, and finally; what is the importance of international business relationships I gather from this study. Aspiring leaders should have an understanding of diversity, and cultural awareness in the workforce because it can increase potential within the organization. Cultural diversity in the workforce can take the following cue from Jintao Hu “Diversity in the world is a basic characteristic of humane society, and also the key condition for a lively and dynamic world” (Hu,