Conclusion
Recent pioneering work has indicated the problematic emotional impact of language barriers on MNT members, but has not ex- plained how MNT leaders can address this problem. Our study demonstrated that MNT leaders are capable of preventing negative emotions like anxiety and resentment in the first place and have effective strategies at their disposal to mitigate these disruptive emo- tions when they do occur. By redirecting team member's attention away from language-induced emotions and by helping them to reappraise linguistic diversity, MNT leaders foster team sensemaking, team climate, and subordinates' willingness to follow.
Our in-depth qualitative study encourages further research at the cross-roads of leadership, language and emotion research in MNTs. Additional qualitative research should investigate language-induced emotions and related leadership strategies in further in- dustries and home countries to discover similarities and differences across other substantive leadership contexts. Based on the rela- tionships these studies would uncover, scholars should then generate quantitatively testable hypotheses. Ultimately, these hypotheses should be tested in a representative sample across a range of cultural and linguistic contexts.