Case study leadership

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Explain how culture can affect perceptions of team members in a group.
Discuss strategies for working with leaders or team members who originate from a different culture than you.
Expound on the significance of using the best type of verbiage to communicate with other members of a team in order to prove successful in task completion.
Share the benefits of connecting with humor to build team camaraderie.
Explain how personality traits, social factors, and styles of leadership can affect the competence and loyalty of a team member.
Determine the different career options an employee might consider when having trouble working with a cohort or leader of a department.

Sample Solution

Case study leadership

The workplace is a dynamic environment that is frequently changing. Whether it is people, processes, markets or products, there are often shifts that employees have to deal with. While some employees work with the same team for a long period of time, it is more likely that new team members will come and go as business needs change. However, not all employees have the same cultural background or personality traits, so it can be difficult to get along with everyone and function effectively as a productive team. Cultural differences affect teamwork as a result of three key areas: (1) communication styles – in some cultures, it is considered rude to speak directly, whereas in others it is encourages. This can cause miscommunication, resentment and confusion. (2) Hierarchy and power – equality in the workplace is the norm in some cultures, whereas in others the structure is more hierarchical. For employees that come from cultures that focus on status and authority, speaking up about problems may be difficult because they feel uncomfortable or disrespectful.

Direct Discrimination
Direct Discrimination would be an employer treating someone with one of the 9 protected characteristics differently to someone without a protected characteristic. An example of this would be if an employer refuses to give an employee a promotion because of his or her race.

Indirect Discrimination
Indirect Discrimination is when organisations policies, procedures or practices have an indirect effect on a group of people who share certain protective characteristics. An example would be if a business decided to change the working hours to an 8am start instead of a 9am start, which would indirectly be discrimination against parents or carers who have responsibilities before/around this time.

Harassment
Harassment is unwanted and uninvited attention from others, which makes an individual feel intimidated, degraded, humiliated, or offended. This could be between two individuals or a group of people. It can occur face to face, in written communication or telephone calls. An example of this would be if an individual were intentionally undermining a teammate by regularly belittling them.

Victimisation
Victimisation is treating someone contrarily as a result of them making a complaint under the discrimination act.

2.5
The concept of the ‘psychological contract’ and examples of policies and procedures, which can underpin this.

The ‘Psychological contract’ is a mutual, unwritten arrangement made by the employer and employee. This ‘contract’ emphasises that the relationship between employers and workers is more than just a transaction regulated by a legal contract. Like in all relationships, both parties hold informal expectancies of each other that – although unwritten – can drastically affect the length and quality of their relationship.

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