Public institutions in the United States have sought to provide a better social experience for citizens. From education and crime prevention to housing and jobs efforts, public organizations seek to impact people's lives in many ways. Leadership and management strategies and tactics have become an integral part of the success of organizations across the country. Specifically, embracing diversity and ethics are key components for these organizations to achieve their goals. By integrating people from diverse backgrounds and aspiring to operate on a higher ethical plane, these organizations improve their ability to effectively cultivate positive change and better respond to the needs of the people they serve. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Developing approaches in organizations that address diversity issues is critical for public organizations serving audiences that are becoming increasingly diverse, so public organizations be better equipped to serve the general public. The organization, therefore, should develop a mix of tactics to demonstrate its sensitivity and commitment to the diverse communities in which it operates. These approaches can come from developing support structures for their managers, seeking input from the various communities they serve, providing easy access to the services they provide, developing communications in a variety of languages, promoting business minority ownership serving their communities, and understanding cultural differences and facilitating communication between different communities. Ultimately, this essay will argue that organizations should strive to operate by emphasizing intercultural communication as the cornerstone of their operations. This approach will help achieve the best outcomes for the populations they serve, while empowering their organizations with the capabilities needed to identify and leverage future trends in their industry to deliver the best outcomes for the American citizenry. Cross-cultural organizational communication can be seen around the world in national governments, businesses and non-profit organizations. Adaptability and insight are required when interacting with individuals from diverse backgrounds (Farley, 2004). This ability is measured by an individual's cultural intelligence (CQ). People with high CQ often experience great success in pragmatic contexts, as they are able to touch and motivate a bevy of people to accomplish larger organizational goals (2004). These leaders seamlessly blend and utilize three components of communication and leadership, namely motivational, physical and cognitive approaches to achieve impactful results. In every aspect of CQ, Farley (2004) found that most managers are not equally strong. However, he believes they can use training and perspectives to strengthen their skills and effectiveness within an organizational context where cross-cultural communication is required. Building on Farley's approach, Javidan (2006) developed an impactful platform for conceptualizing global leadership differences. Javidan used Global Leadership and Organizational Behavior Effectiveness (GLOBE) findings to develop the approach. Javidan looked at a model showing a hypothetical American executive, managingfour similar teams in China, Egypt, France and Brazil (2006). In order to effectively interact with employees from different cultures, using the hypothetical case involving five different countries allowed Javidan to provide in-depth, action-oriented and context-specific recommendations congruent with GLOBE findings, so leaders are empowered with the tools and cultural sensitivity for impactful change. Furthermore, the standard multicultural approach no longer sufficiently explains the emerging trends of the globalized and digital economy. Local managers must integrate both regional and international approaches to organizational structure and management in formulating impactful cross-cultural communications (Shimoni, 2006). In other words, they must expand their approaches to take into account a range of styles and approaches imposed by the global nature of the economy. Companies too, suggests Shimoni (2006), should study the resulting hybrid form of management. This hybridity is exemplified by interviews with Israeli, Mexican, and Thai management professionals from multinational corporations with offices around the world. The practice of intelligent, cultural, emotional, and cognitive leadership was promoted by Vincent de Paul and many of his followers. Their example was not only a source of spiritual inspiration, as Tavanti (2005) argues, but also possessed vision in terms of more earthly endeavors. Qualities such as imagining the impossible and treating the smallest entity as the most significant require both great spiritual and cultural intelligence. This approach of doing good and doing it well and of being alert and creative constitute the renowned pillars of Vincentian leadership models (2005). In other words, leadership positions are fluid, so their vision is strengthened by their spiritual and cultural intelligence. Thus, a leader is able to operate with a sense of humility with a balanced self-perception. The leader does not limit himself to promoting personal interest and organizational interest. Leadership achieves its true value and meaning when it is founded on meaningful values. When ostensibly speaking the same language, the French and Americans, and indeed any members of different cultures, can still misunderstand each other, as illustrated by Raymonde Carroll in an intriguing and thoughtful analysis of intercultural communication. According to Carroll (1990), cultural misunderstandings occur unexpectedly and unintentionally not only in organizational but also personal contexts. Carroll explores these differences and how approaches to them can prove fruitful in cross-cultural organizational efforts. The development of new technological applications and digital models could facilitate organizations' ability to develop superior intercultural communication outcomes with more impactful social implications. Data analytics, smart technology and more sophisticated computer modeling could provide the key to identifying better ways to better engage communities and develop long-term outcomes in terms of reversing adverse trends. While these measures will not constitute complete proof, they may prove powerful in reducing many of the circumstances that contribute to inhibiting optimal cross-cultural organizational communications outcomes. Furthermore, the use of social media and other digital platforms could provide impactful solutions for organizations and groups seeking superior intercultural communication outcomes and how to transform them. There citizens, regardless of their cultural background, can receive information, mentorship and resources on how to best secure their agency..