People of diverse cultures have the tendency to judge people through stereotyping, discrimination, and ways of doing usual things. The background of an individual of interest is often overlooked and biased. An individual may possess vital skill sets and talents to the group projects. As a leader of group charter, writing a survey design, which explains the individual’s best abilities, aptitudes, and area of expertise to all interested participants— Meeting the criteria of group affiliation projects—This is number one primary goal for a group leader to be unbiased toward individuals of differences. Once the survey is complied, each member is chosen to work with another person based on similar interests on group projects; each member of a group will share their dislikes and likes and how he/she wants to have things done; and, how much of sensitivity a member can take constructive criticisms. Essentially, a group leader must be educated in culture differences and racial ethnics socially and in professional life. For those leaders that do not have any prior education in cultural diversity, it is highly recommended that the selected members joined a group charter to get to know to one another for a period of time until each member is confident and understand members’ perspectives before start to work together on a project. In other words, a formation of connectiveness with each other—Emotional Intelligence—as an ability to influence one’s ability to succeed in coping with environmental demands and pressures, in despite of cultural differences. Wolff (et .al, 2002) provided an explemary stance on two members from different backgrounds. A member who is a self-regarded and a goal-oriented and came from a high socialite background works with a member who is very creative in arts and science, has an antisocial disorder with certain persons, and is trying to fit into the group because of the interest in the project. They both removed their common ground on social interests; instead, they both focus on project’s objectives and tasks and work out the difference as they process through the tasks.
Wolff, S.B., Pescosolido, A.T., & Druskat, V.U. (2002). Emotional intelligence as the basis of leadership emergence inself-managing teams. The Leadership Quarterly, 13, 505-522.