Leading across cultures

This chapter looks at how our cultural influences impact our values and beliefs and consequently our behaviours and working practices, including the leadership styles. It goes on to suggest that the different cultures value different leadership approaches and also attach different importance to business goals. The chapter explores the limitations and considerations of tapping into that potential and of the importance of doing so for global organisations. The culture Iceberg diagram draws on the Freud’s work identifying elements of the culture that are held at conscious and unconscious levels, known as the visible and invisible culture. Cultural communication patterns, loaded with custom, practice and belief, along with value-laden expectations, are acknowledged to contribute to misinterpretations in a cross-cultural setting. Significantly, however, it is the meaning behind this for the individual that appears to be the area of the potential conflict

Global and Cross-Cultural Management · History

• Discrepancy in ingroup bias among different self‐construal individuals

  Open Access•Zilun Xiao, Zhao Yufang et al.•Scandinavian Journal of Psychology•2023

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• An examination of the impact of economics variables and cultural values on Iranian business organisations

  Open Access•Mahmoud M Yasin, Jafar Alavi et al.•Cross Cultural Management An…•2002

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