Introduction In the contemporary world, businesses and large organisations have become global entities by adopting universal business and leadership laws. For example, in the United Kingdom (UK), every large corporation has subsidiary businesses outside the UK boundaries, as it has been the global trend for every business seeking international competitive advantage. Consequently, this trend has led to multicultural teams in the workplace, which often operate under a centralised leadership. Multicultural teamwork is challenging to leaders who are supposed to understand the cultural adversities and prioritise them in the decision-making processes in order to avoid reluctance and other negative behaviours from any team regarding its cultural violation. However, multicultural teamwork has many advantages to both the business and individual members as it gives room for bigger markets and new product variations amongst other benefits, but various problems often outdo the feasible benefits and especially those emerging from cultural differences and prejudice. This paper looks into personal characters in the creative industry where multicultural teamwork practice is common. Global Leadership and People Management In a global business environment, leadership and people management goes hand in hand in the execution of leadership roles. Different studies have shown that global leadership calls for different leadership structures that conform to various cultural values of people falling under the command of a certain leader. For instance, a large corporation such as Wal-Mart chain stores, which operate in various countries across different cultures, have different management structures conforming to every dominant cultural value in every country. However, the biggest cultural adversity emerges from religious values where Islamic countries have different leadership values that differ from other countries where other religious values are dominant. Managing Multicultural Teams Managing multicultural teams is a complex task that often calls for complex leadership strategies. The practice of multicultural leadership started during the era of civilisation when exploration of new opportunities across the world was at hike. For instance, colonists exercised multicultural leadership over their colonies and the same strategy has been adopted by large organisations such as the United Nations and the Commonwealth Nations, among others. These organisations have a centralised form of leadership that takes into account the different cultural values of their subordinates. In addition, global businesses have adopted the same management strategies although various challenges arise due to the pressing urge to focus on profit maximisation. The most common management strategy of the multicultural team environment in the global phenomenon is often very different between the political and business leadership and management structure. The political structure is easier to manage than the business structure as politics take charge of the followers as opposed to business leadership that should conform to the wants of the clients. Hence, it is easier for political leadership to lead a multicultural team than is the case for a business leadership. Looking into the business leadership, the ce