Leadership research in an international and cross-cultural context (original) (raw)
Related papers
2016
This chapter summarizes the field of cross-cultural and global leadership research. It starts with a brief historical overview and descriptions of international landmark projects of high impact until today. The progress achieved in the field since about the mid 1990s is critically reviewed along fundamental research questions, for example: Which definitions of leadership are appropriate for cross-cultural study? Which approaches to culture are suitable for studying leadership? Which focus on leadership to take – leadership differences or communalities across cultures? What is the magnitude of cultural effects on leadership? What is the moderating role of culture on the relationship between leadership and other relevant variables? What methodological issues have been and still need to be resolved in crosscultural leadership research? With that as a foundation, the chapter delineates how the findings of contemporary cross-cultural leadership research can enhance managerial practice. T...
Global leadership has been identified as a critical success factor for large multinational corporations. While there is much writing on the topic, most seems to be either general advice (i.e., being open minded and respectful of other cultures) or very specific information about a particular country based on a limited case study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences. We use a hypothetical case of an American executive in charge of four similar teams in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the hypothetical case involving five different countries allows us to provide in-depth action oriented and context specific advice, congruent with GLOBE findings, for effectively interacting with employees from different cultures. We end the paper with a discussion of the challenges facing global executives and how corporations can develop useful global leadership capabilities.
Cross-cultural leadership: leading around the world
Current Opinion in Psychology, 2016
Situational models of leadership have been discussed since the mid-1960s. In this paper, we review the evidence concerning one such contextual variable, societal culture. The traditional cross-cultural literature shows how culture affects the kind of leadership characteristics, attributes, and behaviors desired and believed to be important in a society. The research also shows that culture moderates the outcomes resulting from different styles of leadership. The newly emerging global leadership literature focuses on leadership when followers are culturally diverse. We review the current state of these literatures and provide research suggestions.
Research on leadership in a cross-cultural context: Making progress, and raising new questions
The Leadership Quarterly, 2003
It is almost cliché to say that there has been an explosion in the amount of research on leadership in a cross-cultural context. In this review, we describe major advances and emerging patterns in this research domain over the last several years. Our starting point for this update is roughly 1996-1997, since those are the dates of two important reviews of the cross-cultural leadership literature [specifically, House, Wright, and Aditya (House, R.
University of South Wales, 2020
Globalization and industrialization in human society demands cross cultural leadership because domestic leadership models that work in one country fails in another environment. This paper seeks to ascertain if leadership principles and theories are impacted by local color and cultural nuances in different societies and how leaders and student of leadership can adequately counteract such cultural nuances in a globalize society.
Leadership Strategies in Cross-Culture Settings
Advances in Logistics, Operations, and Management Science
Leadership in cross-cultural settings has become more and more demanding in the current complex world. Globalization on one hand and local aspirations on the other is creating a need of new breed of leadership who can manage the workforce and organization spread across multiple cultures in a cohesive manner to produce sustained business results. This chapter presents a detailed inquiry of cultural issues and outlines the factors behind their emergence. It also provides a framework to understand the leader preparation required and best practices to be used to be successful. For students and academicians, the topics of this chapter would provide a theoretical roadmap as well as practical insights bringing out unique understanding of this important subject. For managers, this chapter is comprehensive insight laced with practical wisdom which is ready for implementation. The word leader is used to cover managers at all levels who have to manage diverse multi-cultural teams.
Purpose -This paper aims to present an empirically informed model of the underlying factors that enable effective cross-cultural leadership. It also outlines procedures for using the model to assist expatriate managers to develop the capacities that underlie effective cross-cultural leadership. The model encompasses the complexity of cross-cultural leadership issues in China, the importance of having some theoretical knowledge on the topic, and the need to be flexible and pragmatic in applying this knowledge. Design/methodology/approach -A conceptual framework of the factors that interact to produce effective cross-cultural leadership was developed from the literature. Semi-structured in-depth interviews were conducted with 32 Western expatriate managers and 19 local Chinese managers working in Australian businesses operating in Shanghai and Beijing. Within each interview, respondents were asked what they believe are the keys to successful leadership in Australian-Chinese cross-cultural workplaces. Findings -The interviews revealed a core series of cross-cultural leadership competencies that call upon all three of transformational leadership, emotional intelligence, and cultural intelligence. Practical implications -The findings and perspectives presented here should assist organizations in their selection and development of expatriate leaders. The paper argues that organizations should focus less upon skills and more upon underlying attitudinal and cognitive enablers. Originality/value -Whilst most cross-cultural leadership studies to date have focused on examining and explaining cultural differences and their influence on leadership effectiveness, this paper focuses on individual orientation and capacities.