• Mixed organizational cultureCarr-Ruffino (2005) states that the wide range of people in terms of gender, age, lifestyles and abilities in the workplace is a of the challenges for the global market. leader. These can be hindered by racism, sexism or age which leads to the loss of their potential. Effective international leaders must organize this diversity appropriately in order to increase capabilities, and leaders must respect differences while adapting their leadership styles as necessary. • Cultural diversity According to Hofstede (1983), cultural differences have a dramatic impact on management especially in multinational companies. According to Kowske (2007), cultural diversity represents a difference in each country in terms of work ethic, communication methods, employee and customer behaviors, and leader-follower relationships. For example, Japan, China and South Korea are the high-context countries where employees tend to prefer not only indirect messages but also non-verbal codes, while Germany and Great Britain are the low-context countries where they tend to to communicate. directly and provide information through messages rather than actions (Hackman, 2004). Likewise, the relationship between leaders and followers in Asian countries has different expectations than others, so the manager in Asia should praise the whole group.