Intercultural development programs and the constant change in intercultural education
Intercultural development programs and the constant change in intercultural education

Summary/Abstract: The paper examines the perception of eight successful leaders in their daily quest of weaving intercultural practices in their schools and highlights the factors which contributed to this success. The literature points out that the role of leaders is a crucial factor for improving schools. Some particular leadership practices appear to be more successful than others in dealing with these globalization effects. Intercultural education is mediated by school leadership and thus by school leaders’ interpretations of diversity and intercultural education, which influence its implementation into practice. The unique conditions prevailing in each school further shape the school -based curricula regarding intercultural education. Therefore, intercultural education comes up against school politics and cultures. Research has shown that the relationship between leadership styles and employee motivation was quite high. Motivating has become a bigger problem because for modern society motivational stimuli are very diverse and each person should be treated individually. The human capital management style should be such that the manager performs the functions of directing, controlling, motivating and organizing by stimulating employees to treat the organization’s goals as their own. Empirical studies showed that each of the styles influenced employee motivation, but this was not the main factor in increasing motivation. Personal development became the most valuable value among the respondents. Managers should ensure the self -fulfillment of employees in the workplace, support innovative and creative ideas and encourage participation in improving the quality of management in the enterprise. The adopted research hypotheses were confirmed – the transformational style of leadership positively motivated them, because the employees were satisfied that they had the opportunity to self -educate with the help of the manager and participate in various types of training and workshops. Women by nature have greater soft skills, which resulted in their frequent use of the transformational style. Satisfaction of subordinates was high in the case of using the transactional style of management. The rewards offered by leaders have been one of the primary incentives. Thanks to clearly defined orders, the employees were able to perform their work diligently and reliably. The paper concludes by suggesting ways to augment research in intercultural education, thus providing a strong knowledge base for future practitioners.

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