The role of managers in building team resilience: the case of multicultural teams
Artykuł w czasopiśmie
MNiSW
70
Lista 2024
| Status: | |
| Autorzy: | Walczak-Skałecka Agnieszka, Skałecki Kamil, Ogińska Michalina |
| Dyscypliny: | |
| Aby zobaczyć szczegóły należy się zalogować. | |
| Rok wydania: | 2025 |
| Wersja dokumentu: | Drukowana | Elektroniczna |
| Język: | angielski |
| Numer czasopisma: | 237 |
| Strony: | 629 - 645 |
| Efekt badań statutowych | NIE |
| Materiał konferencyjny: | NIE |
| Publikacja OA: | TAK |
| Licencja: | |
| Sposób udostępnienia: | Witryna wydawcy |
| Wersja tekstu: | Ostateczna wersja opublikowana |
| Czas opublikowania: | W momencie opublikowania |
| Data opublikowania w OA: | 30 grudnia 2025 |
| Abstrakty: | angielski |
| Purpose: This article aims to present the study's findings exploring the role of managers in building the resilience of multicultural teams. Design/methodology/approach: The empirical study was conducted using in-depth individual interviews (IDI). The sample included 10 middle-level managers leading multicultural teams in London. The research was conducted between April and May 2025. Findings: The research results indicate that managers perceive communication as the greatest challenge in multicultural teams. At the same time, creating conditions that enhance communication, particularly through open exchange of ideas, transparency, constructive feedback, and the promotion of trust and solidarity, is crucial for strengthening team resilience. Equally important is the manager’s developmental orientation and their active efforts to foster this mindset among all team members. Research limitations/implications: The primary limitation of the study is its small sample size, which restricts the generalizability of the findings. Future research could be conducted in other cultural and organizational contexts. Practical implications: The study provides managers with concrete guidelines on how to build resilience in teams through fostering open communication, trust, and conscious management of differences. The findings can be used to design more effective training programs for leaders, which may contribute to greater efficiency and employee satisfaction in diverse teams. Social implications: The study results may contribute to a better understanding of the role of managers in building resilience in diverse teams, as well as greater acceptance of diversity itself, which can be perceived as a resource. This, in turn, can support the development of more open and inclusive work environments. Originality/value: The study explores the perspective of multicultural team managers, which can be considered extreme examples of diversity in teams. Examining such highly diverse teams provides valuable insights into managerial strategies aimed at building resilience in teams situated at the far end of the diversity spectrum. |
