Mapping and modeling the capacities that underlie effective cross‐cultural leadership

An interpretive study with practical outcomes

Dados Bibliográficos

ID20501339
AutoresLing Deng (0000-0001-7467-0224, RMIT University), Paul Gibson (0000-0001-6118-3507, RMIT University)
Ano2009
Volume16
Fascículo4
Páginas347-366
Data de publicação2009-10-23
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoCross Cultural Management An International Journal (JOURNAL)
Identificadores do periódicoISSN: 1352-7606 • E-ISSN: 1758-6089
EditoraEmerald (PUBLISHER)
DOI10.1108/13527600911000339
OpenAlexW1498038803
IdiomaEN
Citações recebidas9
Referências citadas38

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

China · Cross-cultural · Cross-cultural leadership · Expatriate · Knowledge management · Leadership studies · Leadership style · Management science · Neuroleadership · Political science · Sociology · Competency Development and Evaluation · Computer Science · Emotional Intelligence and Performance · Engineering · International Student and Expatriate Challenges · Psychology · Social Psychology