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Voice
Issue 21
June 2014
Leading Diverse Teams
Leading Diverse Teams.
Karen Frost investigates Leading Diverse
Teams and the different types of teams that
can be found in business
Book Review - Fish Can’t See Water.
Karen Frost reviews Kai Hammerich &
Richard Lewis’s
Fish Can’t See Water
Focussing on the “Why”.
John Frost examines how the ‘Golden
Circle’ can be used by leaders to connect
and engage with their team
Our Favourite Videos and Articles
Our favourite videos we have seen recently
including Just a Routine Operation and an
article written by
Founder and President of GLOBIS
Interview with James Kerr.
John and Karen Frost interview James Kerr
Author of
Here he talks about his values approach to
leadership
Book Review - Laughology.
Sinead Ferron-Moody reviews
Laughology:
Improve your life with the science of
laughter
, by Stephanie Davies
CONTENTS
Developing Inspirational Leaders
teams requires sophisticated and artful leadership.
Martha Maznevski, professor at IMD Business School, took
time earlier this century to research how multicultural
teams perform. The findings showed that the more di-
verse the team (with a wide set of complementary skills),
the more likely the team was to underperform. The teams
There have been many observations and case studies
written around the dynamics that exist in teams and
whether having harmonious or complementary skills in
the team members provides advantage or disadvantage to
the culture and performance.
Harmonious teams evolve because there is a drive for
members of teams to be similar. As the name suggests,
harmonious teams have members with a similar ap-
proaches, who get on and who get the job done. Examples
of a harmonious team are; a team of specialists such as
software engineers who behave and work in similar ways;
or a leader who recruits like-minded people to create
‘team-fit’.
In contrast, complementary teams are by nature a ‘mixed
bunch’ with a wide variety of skills and behaviours. As
such, they can be dynamic, wide thinking and productive.
However, because there are so many differences they can
fall out or conflict with each other. More leadership and
management skills are needed with complementary
teams if you want to guarantee high performance.
So, what happens when you have a multi-cultural team?
Do these two distinctions and variations between the
types of teams still occur? Most likely, multi-cultural
teams are going to be more complementary than harmo-
nious, simply because there is the added layer of cultural
diversity. When you consider some of the layers of cul-
ture, such as; nationality, education, language and genera-
tion, there will be significant differences, even if the team
are a group that have similar qualifications and skills.
These complexities mean that leading and managing such
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Multi-cultural teams that had
highly effective leaders
out-performed the homogenous
teams. ”