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Cross-cultural leadership styles in multinational corporations: A comparative literature review
1 Anambra State Polytechnic, Mgbakwu, Nigeria.
2 Independent Researcher, Lagos, Nigeria.
3 Havenhill Synergy limited, Nigeria.
4 Access Bank Plc, Awka, Nigeria.
Review
International Journal of Science and Research Archive, 2024, 11(01), 2041–2047.
Article DOI: 10.30574/ijsra.2024.11.1.0273
Publication history:
Received on 01 January 2024; revised on 09 February 2024; accepted on 11 February 2024
Abstract:
This review explores the dynamic landscape of cross-cultural leadership styles within multinational corporations (MNCs). As organizations expand globally, understanding the intricate interplay of cultural nuances on leadership becomes imperative for sustainable success. This study delves into existing research to compare and contrast various cross-cultural leadership styles prevalent in MNCs, aiming to provide insights into the complexities and challenges faced by leaders operating in diverse cultural contexts. The review identifies key cultural dimensions, such as individualism-collectivism, power distance, uncertainty avoidance, masculinity-femininity, and long-term orientation, which significantly influence leadership behaviors across different societies. Scholars argue that effective cross-cultural leadership requires a nuanced approach that acknowledges and integrates these cultural dimensions. The analysis highlights how leaders must navigate cultural diversity, adapt their communication styles, and cultivate a global mindset to foster collaboration and cohesion within multinational teams. Additionally, the review sheds light on the role of cultural intelligence (CQ) and its impact on leadership effectiveness in MNCs. Leaders with high CQ demonstrate the ability to comprehend, adapt, and capitalize on cultural differences, fostering positive outcomes in diverse organizational settings. The synthesis of literature also addresses the challenges faced by leaders, including ethnocentrism, stereotype biases, and the need for continuous learning and development in the face of evolving global business landscapes. By comparing findings from various studies, this review contributes to a comprehensive understanding of cross-cultural leadership in MNCs. It emphasizes the need for leadership development programs that cultivate cultural awareness and sensitivity, ultimately fostering adaptive and effective leaders capable of navigating the intricate web of global business environments. As organizations strive for international success, the insights gleaned from this review provide a foundation for refining leadership strategies that align with the diverse cultural fabric of multinational workforces.
Keywords:
Leadership; Cross-Cultural; Multinational; Corporations; MNCs; Review
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Copyright © 2024 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution Liscense 4.0
