This paper explores the challenges faced by leaders in culturally diverse organizations through a case study of a project management team. The authors conduct a diagnosis of organizational culture to identify the cultural norms perceived by international employees, cultural diversity and inclusion, and obstacles to performance resulting from cultural differences, and then propose an optimal approach to culture and diversity management by leaders in the company to enhance organizational effectiveness and promote efficiency in project execution. The paper includes an outline strategic plan for implementing the recommendations, looking at setting up of different team structures, self-managed work teams, discussion forums and debriefings, cultural diversity training programs, mentoring sessions, and new approaches to incentives. The paper is potentially of value to leaders and managers wanting to leverage the benefits of working with multicultural teams.

While the dangers of excessively homogenous boards and the advantages of diversity have long been recognized, in recent years, the priority of legislators, other interests, and various campaigns has been to increase the number and proportion of women in senior and leadership roles. As a result of the focus upon greater gender diversity, have other forms of diversity been overlooked? Is a different perspective on diversity required when building future boards? This paper considers some questions that directors and boards and those who advise them might wish to consider when building boards that are future-ready in relation to greater fluidity, uncertainty, instability and volatility, and the need for more dramatic and radical corporate and collective action in response to common challenges and shared and interrelated existential threats such as global warming and climate change. Rather than address discrete problems, future leaders will be required to handle a succession of evolving and interrelated issues and maintain commitment and collaborative relationships during transition and transformation journeys.

This study sought to explore factors influencing the retention and turnover of employees from an engineering firm (Company X) in South Africa. It examines the 'pull' and 'push' factors to understand if they occur similarly in all racial and gender groups, and proposes strategies for the company to reduce staff turnover, especially within previously disadvantaged/designated groups. The study focuses primarily on people of color (broad 'Black' definition in South Africa) and women as categories of designated employee groups. Company X was awarded Level 1 Broad-Based Black Economic Empowerment Certification (the highest level), which supports the organization's view that they are inclusive. The study applied the qualitative research method through a single case study design. It found that the company has taken a range of steps to position itself as a good employer which aided retention. The key takeaway of the study is that the need for HR practices to instil the correct behaviors is important, but careful monitoring of subtle factors that influence the overall workplace culture is required to retain people of color and women.