Leadership Strategies in Cross-Culture Settings: Processes and Practices

Leadership Strategies in Cross-Culture Settings: Processes and Practices

Sanjiva Shankar Dubey (Birla Institute of Management Technology, India)
Copyright: © 2018 |Pages: 25
DOI: 10.4018/978-1-5225-3776-2.ch010

Abstract

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.
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Leadership Issues In Cross-Cultural Settings

Global corporations typically expand to gain global competitiveness by optimizing operational costs and exploiting market opportunities, which have come up due to liberalization and economic integration. However, if the leadership is not able to manage the cross-cultural issues arising out of such cultural diversity in the people, processes and strategies, then they are unlikely to succeed. The ambition to succeed as global players remains remotely realized due to their failure to understand and to adapt to the specific conditions of doing business in other countries. All this is simply because of their lack of intercultural competence and leadership skills. An example of the world-renowned retailer Wal-Mart withdrawing from Germany (Knorr & Arndt, 2012) after nine years of its operations in 2006 is case in point.

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