Intercultural competency and diversity, equity, and inclusion (DEI) are cornerstones to the development and implementation of my artifact. This project recognizes the varied cultural perspectives that occur in a diverse workforce, and how crucial it is for effective, transformative global leaders to approach their work with an inclusive mindset. All people, leaders alike, have a propensity toward stereotyping others or seeing them through the lens of their own ethnocentrism (Allen, 2010). This is a critically important element to recognize for future participants in the Beyond Borders and Boardrooms initial training (my artifact). Through exercises in self-awareness, critical thinking, and knowledge sharing, leaders will learn to develop skills that help them navigate all dimensions of DEI. Ethnicity and nationality are two dimensions that will be spotlighted in the development and implementation of this artifact, but I cannot understate the importance of all elements of diversity in the training, including gender, race, power dynamics, religion, and beyond. 

The richness of culture emerges from shared experiences across diverse and intersecting dimensions, creating a tapestry of collective meaning and understanding. Intercultural doesn’t just mean people from different parts of the world; intercultural communication occurs between men and women, Christians and Muslims, Americans and Germans, etc. In growing my understanding of intercultural communication and DEI through our coursework, I recognized a critical gap in how we develop leaders. A leader’s ability to inspire, align, and influence followers through trust and empathy is paramount to long-term success in a globalized society. Burns’ (2003) method of transforming leadership illuminated an opportunity for shifting the way we typically develop leaders, instead focusing on intercultural competency, knowledge, and empathy - not on how to increase revenue, get more work from employees, or get diverse groups on board with narrow ways of working. My artifact’s structure inherently integrates intercultural effectiveness as a foundational element rather than an add-on. Interactive components of this project encourage participants to examine their own cultural filters and biases and how they might impact their ability to work and lead effectively in diverse settings. 

While DEI initiatives dissolve before our eyes in the United States, this project takes an oppositional approach to the current negative sentiment surrounding diversity, equity, and inclusion (Bunn, 2024). Beyond Borders and Boardrooms is designed for organizations seeking to develop globally-minded leaders prepared for diverse, multicultural environments. This program is a scalable solution that addresses the gap between theoretical leadership training and practical application in diverse workforces. Diverse workforces don’t just exist at global companies or companies looking to transnationalize. More than 14% of people in the United States have immigrated from another country (Moslimani & Passel, 2025). My artifact aligns with any company’s DEI and intercultural competency commitments because every workforce is diverse, even if they are entirely based in the U.S. 

This artifact aims to create a foundation of ongoing transforming global leadership development that prepares leaders for diverse environments of any kind. This project is designed intentionally as an initial training because the goal is to expand the artifact outside of the capstone class to be leveraged professionally. Although its limitations are few, it is essential to acknowledge what potential limitations will need to be considered before expanding the Beyond Borders and Boardrooms training to serve more comprehensive needs. One current limitation is that the project's self-reflective, interactive assessment portion relies on a single assessment tool, the Intercultural Effectiveness Scale (Kozai Group, 2025). There could be an opportunity to explore other assessment tools that account for more varied and intersecting elements of diversity. Additionally, this initial training might not address specific industry contexts where cultural dynamics vary. I foresee opportunities to develop advanced modules focusing on specific dimensions like gender and power structure, or to capture the differences in dynamics between distinct groups as informed by participants. 

This global leadership training program not only addresses the critical dimensions of intercultural competence and transformative leadership, but also creates space for ongoing evolution as organizational needs and cultural landscapes shift. By balancing theoretical foundations with practical application, the program equips leaders to navigate the complexities of diverse workforces with confidence and cultural sensitivity. As I continue to refine this artifact, the limitations identified serve not as barriers but as opportunities to deepen the commitment to developing authentic, inclusive global leaders who can harness the power of diversity.

References

Allen, B. (2010). Difference matters: Communicating social identity (2nd ed.). Waveland Press.

Bunn, C. (2025, January 3). DEI programs weathered a myriad of attacks this year, with more to come in 2025. NBC News. https://www.nbcnews.com/news/nbcblk/anti-dei-program-effort-2025-states-companies-universities-trump-rcna184580 

Burns, J. (2003). Transforming leadership: A new pursuit of happiness [Audiobook]. Atlantic Monthly Press.

Kozai Group (2025). Intercultural effectiveness scale. https://www.kozaigroup.com/intercultural-assessment/ 

Moslimani, M. & Passel, J. (2025, January 27). What the data says about immigrants in the U.S. Pew Research Center. https://www.pewresearch.org/short-reads/2024/09/27/key-findings-about-us-immigrants/#:~:text=How%20many%20people%20in%20the,focuses%20on%20data%20from%202022