This paper introduces the idea of multiculturalism and diversity as a catalyst for change. It starts by giving an overview of community building practices as mentioned by Kouzes & Posner (2012). It identifies three distinct cultures beyond my own country. Moreover, the paper utilizes contingency theory to identify a current leader who has operated in a global setting.
According to the authors, these are incubators for the development of new skills and community best practices. The authors also state that diverse cultural observations show that a sense of community is a feeling of belonging and that members matter to one another and to the group (McMillan & Chavis, 1976). Community-based practices vary from nation to nation. For example, in Japan, the leadership and organizational culture is diverse, and employees are expected to work hard in exchange for benefits, rewards, and job security (Kouzes & Posner, 2012).
In Amsterdam, the Dutch people practice a samenleving community living together. They value individual freedom and welcome foreigners to live in their country indefinitely. Compared to other Western cultures, they are known for their practicality and relaxed approach to life. Leadership in the Netherlands is not about making quick decisions, but about fostering consensus and integrating employee viewpoints. This creates a sense of association and encourages the development of a community environment.
In Brazil, the people have a robust social network that assists individuals in assimilating into society as productive members, enabling them to achieve their aspirations. Unlike some countries that remain closed-minded in their cultural outlook, Brazil offers a safe and welcoming environment. The country embraces an open culture and warmly extends invitations to new community members.
