Course Work on “Management and Leadership across
Culture”
Abstract
Globalisation of economy and trade brought drastic changesin the business processes. The business has become morediverse and the society becomes progressively moremultidimensional. Globalisation brought augmentedinterconnection between different nations in variousdimensions such as technical, social, economic andpolitical. The global reach of organisations impelled theorganisations to employees more people from diverse socio-economic and ethnic backgrounds, and that brought culturaldiversity in the organisation. Managing cultural diversityis seen as a challenge to the organisations. Theorganisations are implementing various diverse policies andpractices for managing diversity in the organisation. Thisincludes hiring suitable leaders, motivating the employeesto be more productive in the industry and treat allemployees equally. This research has analysed variousleadership styles, motivation theories, cultural diversityand managing cultural diversity in an organisation.Research has taken Emirates Airlines as a case for analysisand summarised findings. The organisation is hired leaderswith combinations of various leadership styles, which isnecessary to foster growth to the organisation. The
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organisation has implemented effective diversity policiesthat have increased the efficiency of the organisationthrough enhancing the effectiveness of the teamwork.
Table of Contents
Abstract.............................................11. Introduction......................................32. Leadership in an Organisation.......................32.1. Various Approaches to Leaderships..................5
2.1.1. The Great Man Approach......................................................................52.1.2. Trait Approach........................................................................................52.1.3. Attitudinal Approach..............................................................................5
2.2. Types of Leaderships...............................52.2.1. Visionary Leader.....................................................................................52.2.2. Integration Leader.................................................................................62.2.3. Fulfilment Leader...................................................................................62.2.4 Transactional Leader.............................................................................62.2.5. Transformational Leaders.....................................................................62.2.6. Charismatic Leader................................................................................62.2.7 Autocratic, Democratic and Laissez–Faire...........................................7
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2.3. Implications.......................................73. Motivating the group in an Organisation..............73.1 Motivation Theory..................................8
3.1.1 Intrinsic or Internal Motivation............................................................83.1.2 Extrinsic or External Motivation...........................................................9
3.2 Maslow's Theory of Motivation......................93.3 Employee Motivation...............................11
4. Cultural Diversity...............................114.1. Changing viewpoint of Cultural Diversity..........124.2. Various approaches to Cultural Diversity..........134.3 Organisational Tips for Managing Cultural Diversity
145. Analysis of Emirate Airlines: A HospitalityOrganisation........................................165.1 Leadership and Motivation in Emirates Airline.....175.2 Cultural Diversity in Emirates Airlines...........18
6. Conclusion.......................................187. Reference........................................19
1. Introduction
Globalisation of economy and trade brought drastic changes
in the business processes. The business has become more
diverse and the society becomes progressively more
multidimensional. Globalisation brought augmented
interconnection between different nations in various
dimensions such as technical, social, economic and
political (House, et al., 2004). As a result, nowadays
organisations are becoming more international and people
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are becoming increasingly interconnected. Globalisation
impelled the organisations looking for global reach, to
conduct more worldwide businesses and utilise international
telecommunication systems. This requires more employee
commitment from various socio-economic backgrounds and
religious thoughts. Thus, globalisation brought more
diverse employees to the organisation and caused cultural
exchange. This has brought more creativeness and
transformation to the company and the people are turned
into part of the global economy (Green, et al., 2008).
Globalisation become more widespread in all sectors in the
last decade, and the communities, organisations and even
the schools and colleges are become more and more global
than ever before. Enhancement in globalisation processes
among the organisations brought increased challenges, which
include manage cultural diversity or employees from diverse
cultures in an organisation, effective planning of
multinational organisation to compete in the global market,
and identification and selection of suitable persons to
lead these organisations in the global market (House and
Javidan, 2004). These show that globalisation has produced
a requirement to know the impact of cultural diversity on
leadership performances in a global organisation. This is
helpful for setting various factors to motivate the
employees from diverse background in the global
organisation to achieve the business goal. The leaderships
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and motivation are interconnected and are explained in the
following sections.
2. Leadership in an Organisation
Leadership is found as an essential component of social
life as well as work. In reality, a leader may be
obligatory for accomplishing a general goal by a group of
people in a particular situation. Leaders and leadership
activities arises in majority of informal and formal social
situations (Kritsonis, 2004). For instance, in the
informal activities of a group of friends, it is seen that
one person generally holds the lead in the activities of
the group. This is very commonly seen in almost all groups
of friends, both in formal and informal cases. This shows
that situational activities oblige a leader in a group and
changes in situations direct to the appearance of a new
leader (Kritsonis, 2004). The leadership activities arise
in organisational and political groups, in which leaders
may demonstrate leadership behaviour with or without formal
right through persuading or motivating individuals to work
for achieving a common goal (Yukl, 2001). Leaders are
usually exhibiting some common characteristics, which are
knowledge, confident and persistent, assertive, dependable,
decisive, cooperative, alert towards social situation and
adaptable of situations (Scribd, 2011).
Various authors are defined leadership in different ways.
However, all definitions are referred to a common element
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or attribute that represents a successful leader.
Leadership can be defined as “the ability of a person to
influence a group of people toward the achievement of a
goal” (Scribd, 2011, pp.179). This definition shows that
the leadership process or situation entails various key
factors, such as: (Scribd, 2011)
Leadership process include two entities such as
leaders and followers
It involves a process or an activity
This entails things like persuasion, exemplary
behaviour and/or influence others in the group with or
without formal rights
The resultant effect of the leadership process is the
achievement of one or more tasks or goals through the
commitment of others
The individual or the leader attains commitments
and/or trust of others
Each of the elements listed above may change depending on
each situation and the people engaged. For instance,
various attributes involved in accomplishing a task by an
Army Major is different from accomplishing a task by a
political leader. In the first case, the Major is the
formal authority to accomplish a very finite goal and the
followers are skilled people. In the second case, goal is
not finite and the followers are unskilled people. Hence
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the situations are different and required various courses
of actions to accomplish the task (Yukl, 2001).
2.1. Various Approaches to Leaderships
People are following various approaches to leadership, such
as the Great man approach, trait approach and attitudinal
approach etc. (Vugt, 2006).
2.1.1. The Great Man Approach
In this approach, people or leaders are studying and
following the personalities and characteristics of great
men and women leaders from the past history. As the
personal qualities and characteristics of eminent leaders
are different from one-to-one, it is seen difficult to
emulate (Vugt, 2006).
2.1.2. Trait Approach
Instead of connecting leadership qualities with a person,
this approach considers a number of intellectual, personal
and/or social traits that distinguish a non-leader from a
leader. This include the capability to listen, capacity to
create effective team, capability to hold good people,
capacity to make own decisions and capability to encircle
himself with good people (Scribd, 2011).
2.1.3. Attitudinal Approach
Attitudinal approach deals with the approaches which
highlights the tendencies and attitudes of a person towards
the behaviour of a leader. The leader behaviour has two
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major dimensions, such as consideration and initiation
structure (Yukl, 2001). Consideration explains the
consideration of the leader towards the members of the
group such as inviting participation, developing mutual
trust, nurturing self-esteem, such as giving recognition,
etc. Initiation describes attributes that defining
responsibility and roles, highlights deadlines and quality,
define tasks and methods for doing tasks, define
relationships and systematize the group (Scribd, 2011).
2.2. Types of Leaderships
The leaderships are categorised in many ways into many
types as explained below:
2.2.1. Visionary Leader
In this case the person is externally oriented and has
long-term outlook. He is responsible for developing a
mission and vision for the organisation. He is the person,
who transforming and structure the organisation for
assuring its enhancement and growth (Thaker, 2010).
2.2.2. Integration Leader
In this case, the person has a medium-term outlook and
inside-out oriented. He reconciles conflicts and develops
a culture and business systems and processes in the
organisation for its smooth running. He utilises hi
corporate experiences and knowledge to integrate all
processes in the organisation (Scribd, 2011).
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2.2.3. Fulfilment Leader
In this case, the person is a knowledge expert and has
short-term outlook. He is result oriented, utilises the
potentials of individuals for delivering results promptly
to the customers. He provides sustained improvements to
the organisation through the optimal utilisation of
resources (Vugt, 2006; Thaker, 2010).
2.2.4 Transactional Leader
In this case, the leader creates finite goals and is very
skilful in understanding employee needs like employee
recognition, enhanced job satisfaction, pay increase, etc.
and providing suitable and motivating rewards. This
enhances the satisfaction of the employees (Kritsonis,
2004; Scribd, 2011). .
2.2.5. Transformational Leaders
In this case, the leader and the follower create
relationships based on the mutual trust. This is most
suitable in managing changes in the organisation, where the
leader employing the dedication of employees in the outlook
of shared vision and values. This leadership has various
elements such as inspiration, intellectual stimulation,
individual consideration and idealised influence (Scribd,
2011).
2.2.6. Charismatic Leader
In this case the followers are influenced by the personal
charisma of the leader, and follow him blindly by
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worshipful. Mhatma Gandhi is an example of this kind of
charismatic leader, who attracts masses by themselves
through emotional appeal. In this case the followers
unthinkingly accept the leader and follow the leader
willingly. The followers keep a belief similar to that of
the leader and trust the rightness of the beliefs of the
leader (Thaker, 2010).
2.2.7 Autocratic, Democratic and Laissez–Faire
The Autocratic leader makes own decision and forces the
group to accept them without questioning the reasons.
Wherein the democratic leaders, share the decision making
process among the group and perform as a coordinator of
group task. In the third case, the leader is inactive in
the group and interacts only on the initiatives if the
group members (Thaker, 2010; Scribd, 2011).
2.3. Implications
In the case of the global organisations, the main challenge
of the organisation is to motivate the employees from
diverse background or manage the cultural diversity in the
organisation. The cultural diversity brings various
conflicts to the organisation due the potential differences
among the members of the group, such as cultural
difference, differences in the skill set, differences in
the communication skills and variation in their socio-
economic backgrounds. As a result, conflict resolution is
the main task of the leaders in the organisation. The
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effective management of the group in an organisation, the
leaders should have the characteristics of visionary,
democratic leader, charismatic leader, transformational
leader, transactional leader, fulfilment leader and
integration leader. Each of these attributes helps the
leaders to motivate the group at various situations to
achieve the business goal.
3. Motivating the group in an Organisation
It seen very important of motivate the group to accomplish
the goal of the business. Motivation refers to make
someone move towards the goal. Motivation theory describes
motivations into two categories, such as intrinsic or
internal motivation and extrinsic or external motivation
(Money-zine, 2011). The leaders of the organisation should
be aware that how they can motivate the employees in the
organisation to achieve the goal or what they have to do
for keeping their employees motivated.
3.1 Motivation Theory
It is required to develop a strategic approach for
motivating someone else or ourselves incorporating the
various conditions and incentives which help to move the
person towards a required behaviour or goal. In both
intrinsic and extrinsic motivation, majority of persons are
moving towards required behaviour to achieve the goals
according to their personal interests, values, beliefs and
even fear. The main challenge of a leader is to find out
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appropriate ways to effectively motivate the people belong
to his working group. As the motivation is strongly
personal, it is complex and each individual required
separate approach to motivate them. It commonly seen that
the factors that motivate one person or leader won’t work
out for motivate another person. In reality, it is not
possible to motivate the employees more than the reality
(Tutor2u, 2011).
3.1.1 Intrinsic or Internal Motivation
Basically, almost all motivations come from inside. Hence,
the most general notions of motivations are intrinsic or
internal or self motivation. These words are used
interchangeably in many occasions to illustrate the
identical factors of motivation which come from inside an
individual. Many theories like Combs (1982) reveal that
the internal or intrinsic motivation is of only one kind.
This can be explained as various activities that can be
applied to sustain or improve self-image or perceptions of
oneself (Money-zine, 2011).
In other words, the motivation can be considered as the
things that people do without any external pressure (Malone
and Lepper, 1987). This can be further explained that the
internal motivation or self motivation is the activities,
for which people will contribute in it for getting
enjoyment from the activities without any rewards.
Researches show that there are various factors such as
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motivation through challenges, motivation through
curiosity, motivation through control, motivation through
fantasy, motivation through competition, motivation through
cooperation and motivation through recognition should be
considered by the leaders of the organisation to design a
self-motivating environment among the working group in an
organisation (Tutor2u, 2011).
3.1.2 Extrinsic or External Motivation
This is the second form of motivation. This explains that
there are various external factors that can motivate a
person are considered as secondary factors. The external
factors to be effectual in motivating a person, that factor
should be in synchronization with at least one of the
internal factors of motivation of that person. In summary,
the external factors are used to stimulate the internal
factors or internal motivation. As a result, same as in
the internal motivation, the external motivation also
arises from inside the person. Hence, this enables the
leaders to create an external environment or situation that
stimulate the internal factors of that person and thus
motivating the person. Here the main challenge of the
leader to identify ways to motivate the working persons who
are indirectly or directly reporting to the leader. In
this case, the leader has to identify and develop plans to
influence the intrinsic factors of the employees to
encourage motivation among them (Internet-of-the-mind,
2011; Money-zine, 2011).
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3.2 Maslow's Theory of Motivation
Abraham Maslow has made-up five fundamental human needs in
a hierarchical order in 1943. These needs are considered
as the specific set of fundamental human needs. The main
characteristic of Maslow’s theory is its hierarchical
order of needs. In this hierarchy of needs, lower level
needs are considered as more basic needs compared to the
top ones. If the persons are in need of the lower needs,
means that the people are looking for more fundamental
needs rather than the higher ones, which they can ignore
at that level (Changingminds, 2011).
Figure 1., Maslow's hierarchy of NeedsSourece: Reference (Changingminds, 2011)
The figure shows hierarchy of human needs, in which it is
not necessary to fulfil all the physiological needs at
lower levels before moving to higher needs. The global
survey conducted by Tay and Diener (2011) shows that
people can attain higher satisfaction levels from esteem
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needs, while they are living in risky poverty (suffering
without satisfying basic physiological needs). However,
it is commonly found that people are fundamentally moving
to higher levels of needs once they are satisfied their
lower level needs (Changingminds, 2011). In the
hierarchy, there are five fundamental needs as explained
below: (Tay and Diener, 2011; Changingminds, 2011).
Physiological needs: These needs are related to
human body and its management. People are less
bothered about these basic needs
Safety needs: These are related to providing shelter
to the people for saving us from harmful situations.
Various shelters can be made according to your wealth
and or level of friends.
Belonging needs: This reveals our ethnic nature.
The people may make friendship with us related to our
personal nature, such as kind to others or helpful or
lovable etc.
Esteem needs: These are the personal needs to
attain respectable higher positions among the group.
Increased respects provide increased power.
Self-actualization needs: These are for reaching to
the highest capable position or to make greatest
achievement in life.
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According to Maslow’s theorem, leaders should identify the
exact need of the people in the group to design a plan to
motivate them accordingly to get best out of them through
making them satisfied.
3.3 Employee Motivation
The most successful methods that leaders can adopt for
motivate their employees include challenging them to learn
new things, provide positive feedback on their performance,
recognise their work etc. Penalty for mistakes and
criticism about their performance may de-motivate them.
Hence leaders should avoid these things. The followers
will stay motivated, when they get constant support and
have the capability to stay in control at their workplace.
Leaders can encourage people by providing additional duty
and responsibility for making decisions. The important
thing in the motivation is that it is individual. The
strategy which is successful to one person may not be
effective to motivate another person or all other
employees. The most successful method for identifying the
motivation factors of a person is trial and error method.
4. Cultural Diversity
The globalization of economy and trade brought immense
changes in the business processes. The business has become
more diverse and the society becomes progressively more
multidimensional. The organisations looking for global
reach has augmented the competition around the world. As a
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result, the global organisations require more employee
commitment from different socio-economic and ethnic
backgrounds, and religious thoughts to contend in the
market. This brought cultural diversity in the
organisation. This diverse workforce caused organisational
transformation and brought creativeness to the
organisation. Diversity has also brought changed to the
people and they turn into part of the global economy
(Green, et al., 2008). In view of that, cultural diversity
turns into an essential element of the global organisation
and that instigated latest IHRM (International Human
Resources Management) approaches for enhancing the benefits
of the organisation.
The cultural diversity is commonly defined as “acknowledging,
understanding, accepting, valuing and celebrating differences among people
with respect to age, class, ethnicity, gender, physical and mental ability, race,
sexual orientation, spiritual practice, and public assistance status”
(Katharine, et al., 1995).
Managing cultural diversity may affect very badly on the
productivity and efficiency of the organisation.
Generally, cultural diversity influences the employees of
the global organisation in three different ways as
explained below: (New, 2008).
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Personally – cultural diversity affects the personal
productivity, the morale of the person, and the career
and professional developments.
Interpersonally – persuades team works, innovations
and problem solving skills.
Organisationally – persuades relations of the
organisation with the customers and vendors, capacity
to attract and hold the experts with the company and
the potentiality to develop new markets.
For this reason, the cultural diversity is categorised as
an essential element of people management, and that
generates increased challenges to the company (Black,
2001). Globalisation is brought workplace transformation,
developments, organisational re-structuring, and
diversification to the company. Hence, the managers or
leaders are required to develop appropriate skills,
policies and practices for managing people and allied
changes due to the diversity and consider each person alike
with dignity (Green, et al., 2008).
4.1. Changing viewpoint of Cultural Diversity
The environmental changes in the international markets
brought changes in the necessities and that impelled
changes to the notion of cultural diversity. It is
mandatory for global organisations to employ people from
diverse ethnic backgrounds having distinctive cultural
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significance, and to work as a solitary social system
(Earley, 1993). In the past approaches, the cultural
necessities of majority groups are imposed on minority
ethnic groups and are seen unjustifiable. This brought
changes in the outlook of cultural diversity and obtained
contributions from various organisations, which are:
(Amaram, 2007).
“The mission for social and ethical responsibility and
social justice of organisations about the ethnic
minority groups” has derived superior innovative
methods for the developments of minority groups (Cox,
2003).
The organisations have developed alternative methods
for eliminating the minority discriminations aroused
because of the demands and requirements of the civil
rights laws and the allied positive action programs
(Amaram, 2007).
The strategic demands on American business for better
benefits and the limitations of positive action
programs in the global market have formulated
innovative methods to handle cultural diversity
uniformly in all groups, without overwhelming any
group under other (Ramakrishnan and Balgopal, 2005).
Cultural diversity approaches are awfully important for
global organisations that produce substantial amount of
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their income and profits from other host nations. The new
notions of cultural diversity integrate various demographic
elements such as race, sex, gender, age, disability etc.
direct to various working outlooks, insight and values
(Amaram, 2007). Majority of main international
organisations are recognised the prospective of expatriate
employees, who are comparatively more available in the
current market than ever, in producing increased benefits
to the company (Ramakrishnan and Balgopal, 2005). These
new changes in the outlook of cultural diversity produced
opportunities as well as challenges to the organisations,
and have to be managed effectively.
4.2. Various approaches to Cultural Diversity
The global organisations are entitled to choose suitable
methods in line with the objectives of the organisation for
the effective handling of cultural diversity for enhancing
the productivity and profitability of the organisation.
Various researches recognized three different methods for
handling cultural diversity in an international
organisation, which are explained in the following sections
(Poniatowski, 2003).
1) Cultural relativism
- The standards set by one culture cannot be
applied to another culture, discloses the
cultures as closed systems.
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- Accepts other cultures, though refuses cultural
dynamics depending on intercultural exchange
(Poniatowski, 2003).
2) Cultural absolutism
- The Cultures are arranged in the hierarchical
order with ‘minority’ cultures are supplementary
to the dominant cultures.
- Strong barriers should be placed in between the
minority and dominant cultures in the case of the
rejection of above, and should re-impose from
either side (Poniatowski, 2003).
3) Cultural pluralism
- The uniqueness and expressions in the diversity
of cultures has been accepted along with their
recognized commonalities.
- Confidence has been build in between the
individual to decide themselves about the base of
the cultural values that they want to live on
(Poniatowski, 2003).
4.3 Organisational Tips for Managing Cultural Diversity
Managing cultural diversity is critical for all
organisations for increasing their organisational
performance and productivity. The practicing managers have
increased responsibility for handling cultural diversity
and have to adopt a dialectic approach with personal
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awareness to decide when and how to use the benefits of
cultural diversity for the organisational advantages.
Various steps are identified for managing cultural
diversity is explained in the following sections (Amaram,
2007).
The organisations have to identify the individualities
of each person. This demands change in the model of
operations of companies from mono-cultural to multi-
cultural. The change or transformation is a three-
step process, such as: (Rooselvet, 2001)
o Monolithic stage – have homogeneous structure in
culturally and demographically
o Next is a plural representative stage – the
organisation has culturally homogenous leadership
with diverse sub-groups or culture, where the
sub-groups are instigated to adopt the leadership
culture (Hrc, 2011).
o The final stage is fully diverse organisation,
which value equal diversity policies in the
organisation and it encouraged in suitable and
adaptable ways, such as two-way mentoring,
learning, and valuing each other etc.
It is necessary to include top managers in diversity
management program and should provide suitable
diversity training to employees. This will allow
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removing the resistance of employees through inviting
the participation of the workforce of the
organisation.
The diversity management program should be
incorporated in the designed objectives of the
organisation and suitable policies and practices
should be formulated and applied to meet the
requirements of this objective (Hrc, 2011).
Implement a performance evaluation and appraisal
system for keeping the managers accountable to meet
the diversity objectives.
Implement an evaluation system in organisational basis
to assess the equal opportunity involvement of women
employees, minority categories, etc. and the adoption
of corporate culture (Cox, 2003).
Accept and implement safe communication lines for
conveying innovation, various vision of work, new
ideas, etc. freely and effectively (Hrc, 2011).
The organisation should celebrate religious holidays,
and encourage diet preferences, dress modes, etc.
without interfering organisational activities. These
methods of valuing others will bring wide acceptance
of cultural diversity (Amaram, 2007).
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Sequentially, the successful and effective management of
cultural diversity in an organisation leads the managers to
focus their mind towards the modern practices, create new
structure, transform organisational culture, bring changes
to organisation and its operations, and redesign IHRM
strategies, policies and practices (Cox, 2003).
5. Analysis of Emirate Airlines: A Hospitality
Organisation
The Emirates Airlines started their international operation
on 25th October 1985 with two leased aircrafts, a Boeing
737 and an Airbus 300 B4 (Emirates, 2011). Emirates
Airline is fully owned by the Dubai Government. The goal
of the company is set to provide high quality and not on
quantity. The highest quality of services provided by
Emirates in all facet of business since its initiation
transformed the company into an internationally powerful
travel and tourism conglomerate. The company has achieved
growth in scale and size through competing with other
international carriers but not with protectionism. After
instigating the company by providing an initial investment,
the Government of Dubai has treated Emirate as an
independent business entity that helped the company to grow
in a high pace (Emirates, 2011). Emirates has got
recognitions and in 2007 Emirates was recognised as the
fifth largest Airline in the international market for the
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highest flown international passenger kilometers
(Ivythesis, 2011).
Various statistics published by the company shows that the
company is growing on an average of 20 percent every year.
Currently, Emirates is having 153 aircrafts operating to
100 destinations in over 66 countries. On every week about
1000 flights are flying out Dubai Airport and that recorded
40 percent of the total flight transports of Dubai Airport.
The company is planned to expand their operation to 70
percent in coming years. The company accomplished their
high growths through the commitment of their diverse
workforce without compromising on quality (Emirates, 2011).
5.1 Leadership and Motivation in Emirates Airline
The success of Emirates is encouraged by the Visionaries,
the Chairman of the company and the Government. The
Government has introduced various policies such as Open-Sky
policy and autonomous feature of the company etc are
boosted the growth. Open-Sky policy and fleet
liberalisation have attracted more international players to
Dubai and also provided more opportunities to Emirates to
operate in various countries and continents (Emirates-OS,
2011).
The leaders of Emirates Airlines are composed variety of
skills and features and the leadership style is formulated
from various successful Dubai-owned industries and Airline
industries. The leaders are capable to incorporate their
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will and patience to accomplish harmony with the ability to
act decisively and rapidly. The current leader of the
company can be said as a charismatic leader as he is
capable of utilising his leadership style to expand the
company as today. He is more capable of making co-workers
more productive in the industry. On top of this, he has
wide-ranging decision making capabilities that are largely
assisted through the lean management structure of the
company (Ivythesis, 2011).
In many cases, the leader in Emirates Airline is found as
increasingly influential and democratic in nature. He has
the skill and talent to influence and motivate the thinking
and behaviour of his subordinates. He usually request for
meeting of other members for solving issues and making
final decisions formulating from the opinions came from the
shareholders. Hence, he is a democratic leader (OE, 2011).
Another leadership style that is dominant in Emirates is
pacesetting style. He is capable of communicating and
implementing changes due to innovation or trendsetting in
the organisation. He explains the approaches required for
making changes and take initiatives for adopting the “Do as
I do, Now” policy (Ivythesis, 2011).
Leaders in Emirates Airline are also empowering and
perseverance leaders, as they should make relevant and
vital arguments when they are related to the rights of
limited-liability construct towards the issues such as CSR
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(Corporate Social Responsibility). This especially vital,
when the employees are engaged any operation that concerns
the reputation of the company through affecting the
customers, people and environment of the business
(Emirates-S, 2011). In addition to all leadership styles
mentioned above, Emirates leaders are seen increasingly
entrepreneurial leaders, who have a strong capacity for
taking sensible risks and approach for attaining success.
He is also capable of utilising opportunities through
implementing quick actions (OE, 2011; Ivythesis, 2011).
5.2 Cultural Diversity in Emirates Airlines
As Emirates is operating in 66 countries to more than 100
destinations, it is vital for the company to have an
effective operational strategy with importance to diversity
management. Emirates is employed over 150 nationalities
with various socio-ethnic backgrounds are the potency of
their international operation (Emiratesgroupcareers, 2011).
These diverse workforces brought cultural diversity to the
organisation and enrich Emirates Airlines with different
style of thinking, innovative ideas and innovations that
drive the business to success. The 85 percent expatriates
in Dubai Cosmopolitan multicultural population is seen more
subjective to the cultural diversity at Emirate Airlines
(Emirates, 2011).
Emirates has implemented effective strategies and policies
for managing cultural diversity in the organisation. These
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enabled the company to develop a corporate culture in the
organisation, and those ensure that the society, customers,
stakeholders, shareholders, and clients of the company are
served with equality and superb quality. This corporate
culture helps the company to synchronise the negative and
positive culture exits in the organisation as part of the
cultural diversity. Emirates is using a common language
among the diverse workforce as part of their corporate
culture to avoid conflicts due to communication problems.
Diversity policy and practices implemented in Emirates
Airline is intended to share the general objectives of the
organisation between their employees to complement a well-
built positive corporate culture in the company. This
improves the efficiency of the organisation through
enhancing the effectiveness of teamwork (Emirates, 2011).
6. Conclusion
Globalisation brought more diversification in business
through permitting increased international trade. This has
impelled the organisations to operate in various countries
across the globe. This necessitates employing people from
various socio-economic and ethnic backgrounds. This
brought cultural diversity in international organisations.
The cultural diversity brought conflicts in the
organisation. The main challenge faced by any global
organisations is the effective management of cultural
diversity in the organisation. This required suitable
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managers capable of motivating employees individually by
knowing the fundamental needs of each person. Successfully
motivated employee will obtain desired behaviour and will
work towards the goal of the group. This will help to
remove the conflicts in between and will help to create a
positive relationship at workplace. This will provide
growth to the organisation
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