Cross Cultural Leadership Management Project 2022

CROSS-CULTURAL LEADERSHIP AND MANAGMENT:
IMPLEMENTATION ON AN INTERNATIONAL CONSTRUCTION PROJECT

Table of Contents
1.1 CROSS-CULTURAL LEADERSHIP TRAINING 6
1.1.1 Leadership Competencies 6
1.1.2 Criteria for success 6
1.1.3 Cultural Intelligence 8
1.1.4 Training 8
1.1.4.1 IATA (I-Lead) 8
1.1.4.2 The INCA Project 9
2 METHODOLOGICAL APPROACH 10
2.1 INTERVIEWS 10
2.2 QUESTIONNAIRES 11
2.3 OBSERVATIONS 11
2.4 GLOBE STUDY 11
2.4.1 Qualitative Research 12
2.4.2 GLOBE Leadership Questionnaire 12
2.4.3 GLOBE Societal and Organisational Culture Questionnaire 12
3 RESULTS 13
3.1 OVERALL (GLOBE) 13
3.2 POWER DISTANCE 13
3.2.1 United Kingdom 13
3.2.2 France 13
3.2.3 India 14
3.2.4 Italy 15
3.2.5 Lebanon 15

3.3 INDIVIDUALISM 15
3.3.1 United Kingdom 15
3.3.2 France 16
3.3.3 India 17
3.3.4 Italy 18
3.3.5 Lebanon 18
3.4 MASCULINITY 18
3.4.1 United Kingdom 19
3.4.2 France 19
3.4.3 India 19
3.4.4 Italy 20
3.4.5 Lebanon 20
3.5 UNCERTAINTY AVOIDANCE 20
3.5.1 United Kingdom 20
3.5.2 France 21
3.5.3 India 22
3.5.4 Italy 22
3.5.5 Lebanon 23
3.6 OBSERVATIONS 23
4 DISCUSSION/RECCOMENDATIONS 25
4.1 CROSS-CULTURAL LEADERS 25
4.2 PERCEPTIONS 26
4.3 CULTURAL LEADER FRAMEWORK (CLF) 27
4.4 REFLECTION 28

4.4.1 Secondary Research 29
4.4.2 Time Management Skills 29
4.5 FURTHER RESEARCH 29
5 REFERENCES 30
6 APPENDICES 35
APPENDIX A: 35
APPENDIX B: 38
APPENDIX C: 40
APPENDIX D: 41
Table of Figures
Figure 1 Adair’s Action-Centred Leadership 19
Figure 2 Power Distance 23
Figure 3 Individualism 24
Figure 4 Masculinity 25
Figure 5 Uncertainty Avoidance 25
Figure 6 Communications Framework 28
Figure 7 Tomalin and Nicks' Communication Framework 53
Figure 8 Table of Observation Results 53
Figure 9 Orken VillageCLF Results 58
Figure 10 Overall GLOBE Study Results 65

Figure 11 GLOBE study PD Results 65
Figure 12 GLOBE Study Individualism Results 66
Figure 13 GLOBE Study Masculinity Results 66
Figure 14 GLOBE Study UA Results 67
Figure 15 Orken VillageLeadership Table 68
Figure 16 CLF Matrix 1 68
Figure 17 CLF Matrix 2 68
Figure 18 CLF Matrix 3 69
Figure 19 CLF Matrix 4 69
Figure 20 GLOBE Leadership Questionnaire 70
Figure 21 GLOBE Societal and Organisational Culture Questionnaire 71
section 2.5 of this paper.

1.1 Cross-social authority preparing
1.1.1 Leadership Competencies
People's data and knowledge can change remarkably. Learning as a rule creates
through encounters, preparing and think about. The equivalent can be said for diverse
authority abilities; a pioneer will create intercultural capability as they get a superior
comprehension of societies and their qualities and convictions.
Alongside the learning created by living with and getting societies,
In addition, the emphasis on preparation and research was extended, with business
colleges and colleges offering expert MBAs. Worldwide associations give in-house
preparing on diverse initiative just as re-appropriating to preparing organizations that
practice this subject.
The London Business School, Harvard Business School, the Henley Leadership
Program and the International Institute for Global Leadership are examples of
institutions offering such preparations.
1.1.2 Criteria for progress
It is that associations cautiously select their pioneers, as disappointment can have to
obliterate impacts. This can be found in the Orken Village Project, where the make-up of
the diverse initiative group solemnly affected the result and lead to the undertaking
being esteemed a disappointment. Isker lost several million on the undertaking, and the
offer value fell impressively).
Associations need to recognize the capabilities, persuasive and individual
characteristics required for authoritative achievement. Specialized fitness does not
constantly mean an individual will be an effective multifaceted pioneer.
Schneider and Barsoux [42] depicted the improvement of a universal tip-top of
administrators drawn from an organization's tasks worldwide as 'Individuals from a
worldwide commando or a SWAT group'. The worldwide director is somebody who

examines a 'borderless profession' and whose corporate personality may even abrogate
that of their nation of the starting point.
Heller [43] depicted the prerequisites of a global supervisor as pursues:
 The tirelessness of an Olympic sprinter
 The intellectual dexterity of Einstein
 The separation of a judge
 The consideration of a negotiator
 The Egyptian pyramid developers constancy.
Heller likewise incorporated the accompanying as an attractive quality: 'The significance
of affectability to different societies, to give no indications of preference and the capacity
to converse with the neighborhood condition without hardly lifting a finger'.
Tung's [44] research indicated the accompanying criteria when choosing worldwide
supervisors:
 Conflict goals abilities
 Social direction
 Leadership form
 Flexibility and receptiveness
 Effect correspondence style
 The capacity to adapt to pressure
 Interest in and readiness to attempt new things and thoughts
The study specialized the capability without giving much consideration to their capacity
to work effectively in various societies. Research likewise focuses on delicate issues as
ending up increasingly significant in the determination procedure. Armstrong [45]
portrays the accompanying rundown of capabilities in A Handjournal of Management
Practice on Human Resource:

 Customs affectability
 Lingual aptitudes
 The capacity to oversee moral and social contrasts
 Flexibility
 Versatile
 The ability to address the work / family equilibrium
 Making, driving and continuing worldwide groups
The most of the skills have solid social ramifications.
It [46] proposes three competent groups for worldwide business pioneers: business
insight, relationship the executives and individual adequacy. In the relationship the
executives' group, he incorporates the significance of compelling culturally diverse
correspondence in a mind-boggling and assorted worldwide business condition.
1.1.3 Cultural Intelligence
People must change in accordance with the refinements in culture on the off chance
that they want to reside in that culture. It was illustrated by Paterson [47] that social
insight is thecapability of demonstrating certain works on, including aptitudes and
characteristics socially tailored to other people's attitudes and estimates.
Chaney and Martin [48] accept social knowledge additionally covers regions, for
example,
 Linguistic Intelligence:Having a fair knowledge about the client’s local tongue
can be beneficial. However, the English language acts as a bridge between
people from different cultures.
 Spatial Intelligence:The spaces that are used in gatherings are covered in this
type of intelligence.
 Intrapersonal Intelligence: It includes the consciousness of one's own way of
lifestyle so as to conform to global partners
1.1.4 Training