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Written Assignment Unit 3

A New Leadership Culture: Case Study Analysis

Introduction

This paper analyzes the case study of Kolab, the newly hired leader of the International

Education Center (IEC). The study examines the influence of Kolab's self-identity on her

leadership, identifies the cultural value dimensions of the organization and Kolab, and provides

recommendations for cultural intelligence strategies that can benefit both Kolab and the

organization.

How Kolab's Self-Identity Influences Her Ability to Lead

Kolab's self-identity as a refugee and her experiences during the Pol Pot regime significantly

impact her leadership style and approach. Her personal history as a survivor and her passion for

international work contribute to her motivation and drive to achieve results. These experiences

likely shape her expectations and working style, characterized by being a "go-getter" and a "high

performer."

Kolab's self-identity influences her ability to lead by instilling a sense of resilience,

determination, and empathy. Her background as a refugee likely fuels her desire to make a

meaningful impact and drive organizational success. However, it is important for Kolab to

recognize that her personal experiences may also influence her leadership approach and

potentially create challenges in building rapport and connecting with her employees (Arif et al.,

2019).

Cultural Value Dimensions of the Organization and Kolab

The organization, IEC, operates under cultural value dimensions that are not clearly defined in

the case study. However, based on the employees' comments and their previous enthusiasm for

work, it can be inferred that the organization previously fostered a culture of collaboration,

personal connection, and a sense of purpose. These cultural values aligned with the

organization's mission of promoting international education and understanding.

Kolab, on the other hand, embodies cultural value dimensions associated with achievement, goal

orientation, and results-driven behavior. Her background and experiences have likely shaped her

working style, prioritizing efficiency and accountability. However, this emphasis on achievement

may have unintentionally created a disconnect with the existing culture of the organization,

leading to decreased productivity and motivation among the employees.

Integrating Cultural Value Dimensions for Overall Success

To ensure overall success, Kolab should strive to integrate the cultural value dimensions of the

organization with her own. This integration can be achieved through the following strategies:

Foster Communication and Connection: Kolab should make a conscious effort to build

relationships and connect with her employees on a personal level. By actively engaging in

conversations, encouraging collaboration, and providing opportunities for informal interactions,

she can bridge the gap between her results-driven approach and the employees' desire for

personal connection (Nguyen et al., 2020).

Clarify Organizational Vision: Kolab needs to communicate the strategic vision of the

organization effectively. By engaging the employees in the planning process and aligning their

individual goals with the organization's vision, she can rekindle their enthusiasm for the mission.
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Regularly highlighting the impact of their work on promoting cultural understanding can help re-

establish a sense of purpose and motivation (Arif et al., 2019).

Emphasize Work-Life Balance: Recognizing the employees' concerns about work-life balance,

Kolab should promote a healthy work environment that respects personal boundaries. By

implementing flexible work arrangements, encouraging breaks, and promoting well-being

initiatives, she can create a culture that values the employees' personal lives while maintaining

productivity (Nguyen et al., 2020).

Cultural Intelligence Strategies for Kolab and Employees

To navigate the cultural dynamics within the organization, Kolab and her employees can benefit

from the following cultural intelligence strategies:

Cultural Awareness and Sensitivity: Kolab should strive to enhance her understanding of the

cultural backgrounds and perspectives of her employees. By learning about their cultural values,

norms, and communication styles, she can adapt her leadership approach to be more inclusive

and culturally sensitive (Arif et al., 2019).

Communication and Collaboration: Encourage open and respectful communication among

employees with different cultural backgrounds. Facilitate team-building activities that promote

understanding and appreciation of diverse perspectives. This can foster a collaborative and

inclusive work environment where employees feel valued and supported (Nguyen et al., 2020).

Training and Development: Provide cultural intelligence training to both Kolab and her

employees. This can help enhance their cross-cultural competence, increase their awareness of

biases, and develop effective strategies for working in a multicultural environment (Nguyen et
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al., 2020). Such training can improve communication, build trust, and create a more harmonious

workplace.

Conclusion

In conclusion, Kolab's self-identity as a refugee and her previous experiences significantly

influence her leadership style. To ensure overall success, Kolab needs to integrate the cultural

value dimensions of the organization with her own. By fostering communication, clarifying the

organizational vision, and emphasizing work-life balance, Kolab can address the decreased

motivation and productivity among the employees. Additionally, implementing cultural

intelligence strategies, such as cultural awareness, communication, and training, can benefit both

Kolab and her employees by promoting inclusivity, understanding, and collaboration within the

organization.
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References

Arif, S., Zainudin, H. K., & Hamid, A. (2019). Influence of Leadership, Organizational Culture,

Work Motivation, and Job Satisfaction of Performance Principles of Senior High School

in Medan City. Budapest International Research and Critics Institute-Journal (BIRCI-

Journal), 2(4), 239-254.

Nguyen, P. T., Yandi, A., & Mahaputra, M. R. (2020). Factors that influence employee

performance: motivation, leadership, environment, culture organization, work

achievement, competence and compensation (A study of human resource management

literature studies). Dinasti International Journal of Digital Business Management, 1(4),

645-662.