Mapping and modeling the capacities that underlie effective cross-cultural leadership: An interpretive study with practical outcomes

Deng, L and Gibson, P 2009, 'Mapping and modeling the capacities that underlie effective cross-cultural leadership: An interpretive study with practical outcomes', Cross-cultural Management: an International Journal, vol. 16, no. 4, pp. 347-366.


Document type: Journal Article
Collection: Journal Articles

Title Mapping and modeling the capacities that underlie effective cross-cultural leadership: An interpretive study with practical outcomes
Author(s) Deng, L
Gibson, P
Year 2009
Journal name Cross-cultural Management: an International Journal
Volume number 16
Issue number 4
Start page 347
End page 366
Total pages 20
Publisher Emerald Group Publishing Ltd.
Abstract 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.
Subject Business and Management not elsewhere classified
Keyword(s) Leadership
culture
modeling
corss-cultural studies
expatriates
China
Australia
DOI - identifier 10.1108/13527600911000339
Copyright notice © Emerald Group Publishing Limited
ISSN 1352-7606
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