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The expansion of the international marketplace along with globalization has contributed to corporations having greater access to foreign markets and foreign resources (Pieterse, 2008). Corporate leaders competing in the global marketplace are in a continual search for new global opportunities as they expand their operations to improve their corporate stance (Pieterse, 2008; Sidhu, Commandeur, & Volberda, 2007). The entry of corporations into the global marketplace is not a guarantee of success and globalization does bring some risks (Dimov & Holan, 2010; Peter & Donelly, 2006).

??????????? A major challenge to global organizations is to create a leadership culture that will effectively mobilize global teams from different backgrounds, countries, and cultures (Javidan, Dorfman, de Luque, & House, 2006). The number of corporations that have global and multicultural teams is increasing every year. A trend in transnational corporations is the dependence on effective global and multicultural teams as a strategy to gain competitive advantage (Friedman, 2006). Global and multicultural teams benefit corporations because they offer a unique perspective as to the needs of customers and a better perspective of doing business in their societal culture. Despite the important roles that global and multicultural teams play in today's corporations, little research exists in helping leaders to be successful in leading such teams (Javidan et al., 2006).

Leaders still struggle with determining the most effective way to lead global and multicultural teams and are thereby faced with numerous challenges, new responsibilities, and issues (Friedman, 2006). Maintaining a productive, innovative, competitive, and cohesive workforce requires strong, capable leaders and changes in job design (Lyons, 2008; Macik-Frey, Quick, & Cooper, 2007; Yitzhak, Lachel, Hadani, & Levi, 2007).

The managing of global multicultural teams is not a new phenomenon for leaders of global corporations, yet many corporations face challenges within team structures (Gwynne, 2009).? Some of these challenges are associated with tigers jersey bridging the gap between culture and language that can lead to disruption within teams (Mercer, Bing, & Laroche, 2002). The leaders of global multicultural teams are challenged to effectively manage these teams for organizational success.

For global corporations, having leaders with good leadership skills is not sufficient. Leaders need a broader range of skills that demonstrate their competence for managing a globally diverse workforce (House, Hanges, Javidan, Dorfman, & Gupta, 2004). When developing an effective leadership style for global multicultural teams, leaders need to consider other challenges that can inhibit their ability to be successful. Leader who exhibit effective leadership behaviors in leading their global teams can benefit their corporations on a global scale (Grundy & Ginger, 1998).?

Corporations competing in the global marketplace can benefit from understanding the contributing factors that can promote productivity, innovation, and cohesion. Global teams that are effectively managed can help corporate leaders to increase productivity, expand their operations, increase their resource utilization and realize greater economies of scales (Mercer et al., 2002). Leaders can benefit from understanding the optimal leadership styles that can tigers jersey promote productivity, cohesion and innovation and will more likely build trust and confidence among the members of their groups. Research has shown that it is an asset to the workforce when leaders build trust and confidence in their teams, as such trust can lead to employees' tigers jersey job satisfaction, productivity, and employee (Wallace & Trinka, 2009). Although there has been research conducted on leadership styles and team effectiveness, the available literature has demonstrated little connection between the leadership styles that are most effective among teams comprised of members of various cultures (Javidan et al., 2006).