Cross-Cultural Leadership Training Program

This training program is planned for helping people to improve their performance and it helps related organizations to improve business performance. This workshop will focus on cross-cultural leadership, which can help leaders of both companies in Australia and China to become culturally aware. Knowledge about cultural differences can be gained through the help of different theories like Hofstede. The training process can be divided between different sessions that include an introduction, main session and concluding session. This training process will be conducted on the basis of social cognition principle.

Running Head: Cross-Cultural Leadership
CROSS-CULTURAL LEADERSHIP

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Cross-Cultural Leadership
Table of Contents
1. Introduction to training program............................................................................................3
2. Title of the training.................................................................................................................3
3. Training description...............................................................................................................3
4. Benefits to participants...........................................................................................................4
5. Focus group............................................................................................................................4
6. Location..................................................................................................................................5
7. Learning objectives................................................................................................................5
7.1 Foundation of training plan..............................................................................................5
7.2 After-training behavior.....................................................................................................6
8. Training materials..................................................................................................................6
9. Approaching leaders...............................................................................................................7
10. Training activity and timing.................................................................................................7
11. Conclusion..........................................................................................................................12
Reference list............................................................................................................................13

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Cross-Cultural Leadership
1. Introduction to training program
Training program is planned for helping people to improve their performance and it
helps related organizations to improve business performance. Preparing a training session can
help in development of both trainees and trainers. Moreover, this plan helps in proper
utilization of resources and achieving desired outcomes. This workshop will focus on cross-
cultural leadership, which can help leaders of both companies in Australia and China to
become culturally aware. This training program can facilitate the rapidly expanding trade
relationship between Australia and China. Knowledge about cultural differences can be
gained through the help of different theories like Hofstede.
2. Title of the training
Development of cross-cultural leadership
3. Training description
Cross-cultural leadership is very important for organizations that operate their
business globally. According to De Guzman, Malik, de Lima Lopes Jr, Dent & Dawood
(2018), leaders of multinational organizations must have knowledge about different cultures
of different countries. The present case scenario is postulating about rapidly expanding trade
relationship between Australia and China. The Australian government has evaluated the
increasing level of import and export of materials and food between Australia and China.
This international leadership workshop will cover all aspects related to cross-cultural
business. Both Australian and Chinese leaders will be encouraged to understand the culture of
both countries and they will be asked to treat every stakeholder equally free from all culture
biases. This approach can help to maintain a good business relationship between these two
countries (Mittal, 2015). This by-lateral training program is going to reveal appropriates
processes to deal with stakeholders from different cultures. Both of these countries are
carrying different heritage and different kind of cultural beliefs. Aktas, Gelfand & Hanges

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Cross-Cultural Leadership
(2016) have suggested that the cross-cultural leadership style can allow leaders to guide their
subordinates to respect beliefs of people from different cultures. This workshop includes
several activities that will help leaders to manage both internal and external stakeholders of
business from different cultural backgrounds. The first series of this workshop will take place
on 20th December 2019. Leaders of mentioned organizations will learn several processes and
behavioral guides that can help them to deal with people from both Australia and China.
In Hofstede cultural theory analysis, it can be seen that in China subordinate superior
relationship is polarized and there is no defense against abuse by superiors. However,
Australia has low power distance, which indicates that superiors are always available and
they trust on employees (Beugelsdijk, Kostova & Roth, 2017). This difference between the
leaders of both countries can be mitigated through this cross leadership training program.
Moreover, by analyzing the theory it was also found that Australia has a normative culture,
which means they have great respect for their traditions. However, in China, there is a
pragmatic society, where people have an adaptive culture.
4. Benefits to participants
Participants in this training are leaders of both companies that are located in Australia
and China. This program can help leaders to gain knowledge about both cultures properly.
This can help to strengthen business relationship between these two countries. There are
many differences in leadership between these two countries, which can be mitigated through
this program. Leaders will be able to manage a diverse workforce through adaptive leadership
style. Moreover, management of subordinates will be facilitated through the help of this
training program. Hence, the three-tier trade relationship can be enhanced between both
countries properly.
5. Focus group

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Leaders of two Companies mentioned in the case study from organizations situated as
China and Australia
6. Location
Australia and China
7. Learning objectives
Learning objectives of this workshop are mentioned below,
● To describe the importance of developing cross-cultural leadership within global
organizations
It is very important to describe the importance of cross-cultural leadership at the beginning of
this workshop. This description will clearly state the significance of this training program.
Advantages of cross-cultural leadership need to be understood by all the leaders from
mentioned organizations of Australia and China (Bird & Mendenhall, 2016).
● To teach leaders to gather knowledge about different cultures of stakeholders
from Australia and China
Leaders must have a clear understanding of cultural beliefs of people while dealing with
international trading. As mentioned by Storey (2016), gathering information regarding culture
is a vital step that must be performed by leaders to ensure good business terms between
countries.
● To train leaders to show respectful behavior to cultural belief of every individual
and making a decision free from cultural biases.
Respecting others can help leaders to make successful deals. In the case study, it has been
mentioned that international trading practices are growing rapidly and leaders must develop
cross-cultural leadership approaches. Decisions of leaders must be free from all kinds of
biases including cultural bias.
7.1 Foundation of training plan

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Cross-Cultural Leadership
In this training program, social cognition theory will be applied that states acquisition
of knowledge can be done through social interactions and observing others (Ng & Lucianetti,
2016). Leaders of both companies can interact with each other in this training program and
gain knowledge about managing a large workforce properly by eliminating cultural barriers.
7.2 After-training behavior
It is expected that after this training session, leaders from both Australian and Chinese
company will take initiative to gather information regarding different cultures of opposite
countries among these chosen two. It can be expected that all of the trainees will understand
the importance of respecting other cultural beliefs. As mentioned by Chin, Desormeaux &
Sawyer (2016), training programs reveal different perspectives of the topic and allow trainees
to develop different viewpoints. Positive behavior of leaders towards stakeholders from other
countries can help in import and export of food and other materials between China and
Australia. Both of these countries will be able to share a good business term and economic
growth will take place in both of these countries. Leaders from companies of both of these
countries will be able to maintain a good business relationship and they are expected to guide
their subordinates to follow that same path to respect each other's culture.
8. Training materials
Presentations and documents: These are vital materials that can help to conduct this
training program successfully. Organizers must design effective presentations on cross-
cultural leadership that must contain information about cultures and requirements of change.
Presentations should be made attractive through charts, graphs, and relevant points.
Moreover, documents about the trade relationship between Australia and China must be
provided.
Questionnaires: This is another essential material that can be used to collect feedback from
participants. Evaluation of feedback by trainers can help to measure the development among

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participants and current level of knowledge and skills (Reiche, Bird, Mendenhall & Osland,
2017).
Other materials include hardware such as tablet, laptops, which will facilitate the workshop
training.
9. Approaching leaders
Leaders, who will attend this training program, can be approached in various ways.
Lectures can be given about the topic and need for this training. A short lecture about the
subject will create interest among them. The speaker who will give a lecture can be a guest
who has immense knowledge about Chinese and Australian culture. Moreover, discussion
session can also be arranged by including leaders from both companies. This is an effective
approach that helps to increase understanding of leaders regarding the need for this training.
Besides, they will be more aware of cultural differences. Leaders can also be approached
through online platforms. Online learning is a cost-effective and faster way of providing
learning materials to trainees (Tjosvold, 2017). Notes about cross-cultural leadership and
other documents about the training program can be sent through online platform. Video and
other presentations regarding training topic can be sent through this media, which can
enhance understanding of participants.
10. Training activity and timing
Key activities Description of activities Required
tool
Time Expected
learning
Introduction
Introducing
trainers and
trainees
In this session, both trainers
and trainees can say about
themselves and share their
Personal
interaction
1 hour The participants
and trainers can
be aware of

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experience in the industry. themselves.
Describing the
importance of
cross-cultural
leadership
The guest speakers can give
lectures on cross-cultural
leadership and its importance
during the process of bilateral
trade.
Lecture
and tools
like
PowerPoin
t
presentatio
n will be
used in
this
session.
30
minut
es
Participants'
knowledge
about the
subject of
training will be
increased.
Explaining
appropriate
process to deal
with
stakeholders
from different
cultural
backgrounds
Guest trainers will explain
about the importance of
showing a positive attitude to
important stakeholders of
business. Leaders will be asked
to take approaches based on the
cultural values of stakeholders
while dealing with them.
Speech
will be
delivered
20
minut
es
Trainees will get
some potential
ideas about
dealing with
stakeholders
from different
cultural
backgrounds
properly.
Discussing
different
methods of
communication
In this activity, leaders will
take an active part; both
trainers and trainees will
discuss communication
Open
discussion
20
minut
es
Participants will
find the most
appropriate
communication

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Cross-Cultural Leadership
that can help to
respect the
culture of
different
stakeholders
methods that they have used
earlier to manage people. Guest
lecturers will advise leaders to
understand cultural belief of
people through effective
communication.
method for
dealing with
people
Main session
Leaders will be
asked to analyze
emotional
connection of
people with
their culture and
behave
accordingly
In this part, the participants will
perform analysis of emotional
connection of people and
culture and they will try to
behave accordingly. This can
help them to avoid beliefs and
values of subordinates.
Document
s about the
culture of
both
countries.
1 hour A better
understanding
of different
cultural
differences
between the two
countries.
Providing
instruction to
gather
information
regarding
cultural
background of
stakeholders
Participants are required to
gather information about their
subordinates who are from
diverse backgrounds.
Evaluation of that information
can help them to adopt a proper
leadership style.
Internet
connection
, hardware
such as
tablets and
laptops.
2 hour A better
understanding
of different
cultural
differences
between the two
countries.

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Cross-Cultural Leadership
Asking leaders
to think from
the viewpoint of
others to
understand their
cultural beliefs
This practice can help them to
consider cultural beliefs of a
diverse workforce and plan
accordingly.
Group
activity is
the main
tool in this
session.
30
minut
es
Better
knowledge
about different
leadership
approaches.
Stating the
relationship
between the
needs of people
and their culture
Trainers will discuss this
relationship in this session,
which can enhance
understanding of leaders and
they will be able to provide
value to every culture.
Recording
s of
employees,
which
contains
their views
about
needs and
cultural
beliefs.
20
minut
es
Increase in
management
qualities.
Asking leaders
to ask queries
regarding the
entire training
session
After the discussion session,
leaders can ask direct questions
about this subject area.
Open
question
session
40
minut
es
Gaps in learning
can be
mitigated.
Solving queries
to support
leaders to gain a
Trainers will solve queries
individually through thorough
discussion and elaboration of
Open
communic
1 hour Leaders will
clearly
understand all

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Cross-Cultural Leadership
clear
understanding
of cross-cultural
leadership
the topic. ation aspects of cross-
cultural
leadership
Conclusion
Summarize all
of the
information
portrayed
throughout the
training session
At this point, guest trainers will
state a summary of entire
discussion throughout the
workshop for reminding
important learning points
Summary
will be
described
with the
help of a
PowerPoin
t slide
10
minut
es
Leaders will
memorize all the
important points
that they have
learned
throughout the
training session.
Documentation A written document will be
prepared to contain detailed
information regarding this
training program. Number and
name of attendees, engagement
level of participants, topic
discussed and the schedule
along with expense of this
program
This
document
will be
prepared in
MS Word
and will be
stored in a
laptop
1 hour Evidence of all
attributes of this
training session
will be recorded
Evaluating
after-training
Behavior of leaders towards
stakeholders from different
Observatio
n
1
month
Effectiveness of
this workshop

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behavior of
leaders
cultural backgrounds will be
assessed.
will be
understood.
11. Conclusion
The above training program plan can be applied in the training session, which can
help to develop cross-cultural leadership. It is essential for leaders of both the companies to
gain proper knowledge about cultures in Australia and China. This can help to enhance
bilateral trade relationships and export and import can be facilitated. Different materials like
presentations, documents and hardware are required to successfully conduct this training
session. The training process can be divided between different sessions that include an
introduction, main session and concluding session. This training process will be conducted on
the basis of social cognition principle.

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Cross-Cultural Leadership
Reference list
Aktas, M., Gelfand, M. J., & Hanges, P. J. (2016). Cultural tightness–looseness and
perceptions of effective leadership. Journal of Cross-Cultural Psychology, 47(2), 294-
309. Retrieved
from:https://www.researchgate.net/profile/Mert_Aktas/publication/282324344_Cultur
al_Tightness-Looseness_and_Perceptions_of_Effective_Leadership/links/
560bce3008ae7fa7b8876988.pdf
Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-
level culture research in international business since 2006. Journal of International
Business Studies, 48(1), 30-47. Retrieved
from:https://link.springer.com/article/10.1057/s41267-016-0038-8
Bird, A., & Mendenhall, M. E. (2016). From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), 115-126. Retrieved
from:https://daneshyari.com/article/preview/1002100.pdf
Chin, J. L., Desormeaux, L., & Sawyer, K. (2016). Making way for paradigms of diversity
leadership. Consulting Psychology Journal: Practice and Research, 68(1), 49.
Retrieved
from:https://www.researchgate.net/profile/Jean_Chin2/publication/296475234_Makin
g_way_for_paradigms_of_diversity_leadership/links/56e03e0108aec4b3333d048a/
Making-way-for-paradigms-of-diversity-leadership.pdf
De Guzman, R., Malik, M., de Lima Lopes Jr, G., Dent, R. A., & Dawood, S. (2018). ASCO
Leadership Development Program: International Perspectives. Journal of global

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oncology, 4. 23-78. Retrieved on 14th September 2019,
from:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6223475/
Mittal, R. (2015). Charismatic and transformational leadership styles: A cross-cultural
perspective. International Journal of Business and Management, 10(3), 26. Retrieved
from:https://www.researchgate.net/profile/Rakesh_Mittal3/publication/
276390386_Charismatic_and_Transformational_Leadership_Styles_A_Cross-
Cultural_Perspective/links/56d5a3c308aeac0593335b45/Charismatic-and-
Transformational-Leadership-Styles-A-Cross-Cultural-Perspective.pdf
Ng, T. W., & Lucianetti, L. (2016). Within-individual increases in innovative behavior and
creative, persuasion, and change self-efficacy over time: A social–cognitive theory
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pubblicazione_2.pdf
Reiche, B. S., Bird, A., Mendenhall, M. E., & Osland, J. S. (2017). Contextualizing
leadership: A typology of global leadership roles. Journal of International Business
Studies, 48(5), 552-572. Retrieved
from:https://blog.iese.edu/reiche/files/2010/08/Contextualizing-leadership-A-
typology-of-global-leadership-roles.pdf
Storey, J. (2016). Changing theories of leadership and leadership development. In Leadership
in Organizations (pp. 17-41). Routledge. Retrieved
from:http://englishplaza.vn/flexpaper/pdf/leadership_1406046611.pdf#page=24
Tjosvold, D. (2017). Cross-cultural management: foundations and future. UK: Routledge.