help can lower an employee's self- esteem by implying that he is incapable of mastering a situation on his own. A experienced manager therefore recommended to save subordinates' face by taking the blame for regular repetitions:
Whoever was speaking: Regularly check if things have really come across. I sometimes act the fool a little and pretend I didn't fully understand either. I summarize what I understood and ask if this came across for the others as well.
The interview excerpts reproduced in Table 4 provide an overview of leadership measures aimed at reducing the negative impact of language barriers on subordinates. Geared towards improving communication and avoiding misunderstandings, these leadership measures not only help to prevent the above-described emotional reactions to language barriers; they also enhance the team's effi- ciency in task fulfillment. This may explain why informants from all nationalities, who might otherwise be expected to favor different leadership styles, equally mentioned these measures as hallmarks of effective multilingual leadership.
By reducing incidents of code-switching, making sure that less proficient MNT members have enough time to contribute and fos- tering understanding through frequent repetitions, MNT leaders reduce the linguistic exclusion and misunderstandings which are likely to trigger negative emotions in the first place. If we compare our findings to the established model of emotion management, the leadership measures which emerged from our study show parallels to the general strategy of altering an emotion provoking situation. Concerning team members facing language barriers, found that they are often caught up in their negative emotions and frequently resort to behaviors igniting further negative emotional responses among their colleagues. Our study has shown, however, that skillful MNT leaders have the capability to approach this problem from a more rationally detached vantage point, enabling them to reduce the impact of language barriers for everyone in their teams. Going beyond previous research, we have been able to specify concrete measures of how the impact of lan- guage barriers on team members can be mitigated. Consequently, our study supports the established and more general model of emo- tion management and contextualizes it specifically for multilingual workplaces.
Redirecting MNT members' attention away from language barriers
Not in all cases can MNT leaders alter the situation by diffusing the impact of language barriers on communication. In those in- stances where this strategy is not applicable, we found that MNT leaders still have means to mitigate the disruptive effect of language barriers on team members' emotions. One strategy towards this end lies, according to our data, in redirecting subordinates' attention away from the language barriers and their negative effects. MNT leaders may achieve this with the help of humor and joking or by focusing subordinates' attention on common goals.
According to many interviewees, the use of humor may be a successful leadership measure to relax or lighten emotionally burden- some situations produced by language barriers:
You need icebreakers, which make people smile or laugh. (...) You need something different, something funny to relax the sit- uation a little bit.
This is in line with Niven et al. (2009), who state that joking can shift people's attention. However, this emotion management mea- sure may not always be easy to implement, since humor requires a high level of language proficiency. Reflecting this tension, MNT
วิธีใช้สามารถลดความรู้สึกเห็นคุณค่าของพนักงานตนเอง โดยหน้าที่ที่เขาไม่สามารถทำงานเรียนรู้สถานการณ์เกี่ยวกับตนเอง ผู้จัดการมีประสบการณ์จึงแนะนำให้บันทึกใบหน้าของผู้ใต้บังคับบัญชา โดยการป้ายความผิดปกติการทำซ้ำ: ใครพูด: ตรวจถ้าสิ่งที่ได้จริง ๆ มาอยู่เป็นประจำ ฉันบางครั้งดำเนินการหลอกเล็กน้อย และทำเป็นฉันไม่เข้าใจอย่างใดอย่างหนึ่ง ผมสรุปสิ่งที่ผมเข้าใจ และถามถ้า มาข้ามสำหรับคนอื่นด้วย นำแบบสัมภาษณ์ที่ทำซ้ำในตาราง 4 แสดงภาพรวมของการนำมาตรการลดผลกระทบเชิงลบของอุปสรรคภาษาในผู้ใต้บังคับบัญชา มุ่งปรับปรุงการสื่อสาร และหลีกเลี่ยงการเกิดความเข้าใจผิด นำมาตรการเหล่านี้ไม่เพียงช่วยป้องกันที่อธิบายข้างบนอารมณ์ปฏิกิริยาภาษาอุปสรรค นอกจากนี้พวกเขายังเพิ่ม ciency effi ของทีมในการดำเนินการตามภารกิจ นี้อาจอธิบายเหตุคุณค่าจากทุกชาติ ที่อาจมิฉะนั้นจะต้องชอบลักษณะผู้นำที่แตกต่างกัน เท่าเทียมกันกล่าวถึงมาตรการเหล่านี้เป็นจุดเด่นของผู้นำหลายภาษาที่มีประสิทธิภาพ By reducing incidents of code-switching, making sure that less proficient MNT members have enough time to contribute and fos- tering understanding through frequent repetitions, MNT leaders reduce the linguistic exclusion and misunderstandings which are likely to trigger negative emotions in the first place. If we compare our findings to the established model of emotion management, the leadership measures which emerged from our study show parallels to the general strategy of altering an emotion provoking situation. Concerning team members facing language barriers, found that they are often caught up in their negative emotions and frequently resort to behaviors igniting further negative emotional responses among their colleagues. Our study has shown, however, that skillful MNT leaders have the capability to approach this problem from a more rationally detached vantage point, enabling them to reduce the impact of language barriers for everyone in their teams. Going beyond previous research, we have been able to specify concrete measures of how the impact of lan- guage barriers on team members can be mitigated. Consequently, our study supports the established and more general model of emo- tion management and contextualizes it specifically for multilingual workplaces. Redirecting MNT members' attention away from language barriers Not in all cases can MNT leaders alter the situation by diffusing the impact of language barriers on communication. In those in- stances where this strategy is not applicable, we found that MNT leaders still have means to mitigate the disruptive effect of language barriers on team members' emotions. One strategy towards this end lies, according to our data, in redirecting subordinates' attention away from the language barriers and their negative effects. MNT leaders may achieve this with the help of humor and joking or by focusing subordinates' attention on common goals. According to many interviewees, the use of humor may be a successful leadership measure to relax or lighten emotionally burden- some situations produced by language barriers: You need icebreakers, which make people smile or laugh. (...) You need something different, something funny to relax the sit- uation a little bit. This is in line with Niven et al. (2009), who state that joking can shift people's attention. However, this emotion management mea- sure may not always be easy to implement, since humor requires a high level of language proficiency. Reflecting this tension, MNT
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