Cross-cultural Leadership

Managers should learn ways of getting along with their subordinates as well as on how to lead teams from different cultural backgrounds. In this regard, cross-cultural managers should act as psychological counselors to assist members of particular groups in identifying their counterparts. This, therefore, implies that managers should aim at putting varies cross-cultural teams together to develop trust and friendship among themselves  as one way of influencing them to work hard to realize and achieve the set goals and objectives of the organization as well as the aspiration values of a  particular group


Hofstede’s model can be applied to international management and cross-cultural leadership. This is because most managers and managers make their decisions based on the values and customs of the country in which they work. In this case, if managers are working in international companies, they may offer training to team members to make them aware of various cultural differences, to develop best practices of business with protocols across nations.


The finding of this study will have implications for managers as it will shed light to them on how to improve their performance within their respective organizations. In this regard, managers will be able to use their leadership skills to influence their followers to enhance their work performance by developing team capabilities and those of individual employees. The primary goal of performance management is to transform to the potential of human capital into possible performance by eliminating any barriers and also through motivating and inspiring human resources (Chiu, Chang, & Lee, 2015). This will, therefore, enable managers to build the competitive capacity of their organizations by developing a strong workforce and managing teams from different cultural backgrounds effectively, which is the main essence of performance management.


In conclusion, Cross-cultural leadership is defined as the ability of a person to influence, inspire and motivate others towards achieving the organizational success of companies that they belong. Culture and leadership concepts are doubtless the most likely debated subjects in the literature of management. As globalization and internationalization continue to grow louder and stronger, only very successful businesses that can escape the need to work across diverse cultural backgrounds. It is, therefore, imperative for today’s leaders to understand the significance of leading and managing people of different cultures, if they want their business organizations to succeed. Several scholars have conducted studies on various issues related to culture and leadership such as in carrying out performance appraisals and evaluation, training as well as in designing work teams.

Cross-cultural leadership can be explained by various models including; culture enveloping model, GLOBE model, and Hofstede theory. Studies on cultural leadership have several implications for today’s managers such as enabling Managers to learn ways of getting along with their subordinates as well as on how to lead teams from different cultural backgrounds. Also, it enables them to discover ways of improving their performances within their respective organizations. Besides, the findings of this research will allow managers to address various issues affecting organizations such as poor cohesion and social integration, deep job satisfaction, absenteeism, conflicts, low turnover and difficulties in communication.


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