Cross Cultural Leadership and Trade between China and Australia

Cross Cultural Leadership

Cross cultural training program :It refers to the training for employees in relation to the
cultural differences between nations. Such program generate awareness about cultural
differences and assist in smooth governance of business activities. These trainings are
important in businesses involving multiple nations sharing diverse cultures.
Cross cultural Leadership training :These are the ways with potential to guide and to
understand market leaders working in global markets. These training programs create a sense
of adjustment among multiple cultural environments to the individuals. This will make them
friendly regarding their engagement with partners of different cultures.
Theories for cross cultural leadership –
1- Implicit Leadership TheoryIt stipulates the view of people while determining the
qualities of good leader and state their assumptions, belief, stereotypes as major cause
that influence their view towards the qualities of leader.
2- Hofstede’s Cultural Dimensions-
Various cultures have their respective similarities and differences. This theory
emphasises over the importance of broad mind while dealing with different cultures.
Hofstede defines six dimensions required to compares cultures. These include
individualism/collectivism , feminism/masculinism, long term/short term, power
distance, uncertainty avoidance and indulgence/restraints.
3- GLOBE –GLOBE stands for Global Leadership and Organisational Behavior
Effectiveness It utilised both the ILT and Hofstede’s dimensions altogether to provide
single research study.After combining all the dimensions, it came up with nine
dimensions including future orientation, performance orientation, humane orientation,
assertiveness, gender egalitarianism etc along with collectivism 1 and collectivism 2 ,
uncertainty avoidance, power distance .
1) Cross cultural prevalence between Australia and China -
The study is intended for determining the most preferred style of leadership between
Australian and Chinese veterans from various industries and the potential effect of cultural
and socio-economic factors on their leadership styles("Cross Cultural Management

Between China And Australia | Bartleby", 2019). Under this, there was a research study
over 500 participants from various industrial sectors, their employees, with the help of
structured questions in order to collect demographic and leadership style data. Under this
research, it has been recorded that the Chinese and Australian managers employee both the
transformational and transactions leadership styles. It also stated that usually Australian
leaders prefer the implications of transformational leadership as compared their Chinese
counterparts. Leadership styles are all related to age, sex, education and ethnicity as well.
Transformational leadership style, under the study is preferred by old and experienced person
whereas new age youth between 20-30 age ranges, willingly preferred transactional
leadership style. Apart from these, illiterate or less educated ones, preferred Laissez-faire
Leadership style whereas gender based leadership difference were unlikely to occur("How
Does Laissez-Faire Leadership Work?", 2019).
Among the various designs implemented, the primary design is related to qualitative
examination, which is a combination of participant observation of business meetings and
semi-structured interviews of senior managers and participant executives("Australia’s
economic relationships with China – Parliament of Australia", 2019). The research
will also use case studies of British subsidiary companies in China and Australia to evaluate
the significance of cross cultural business environment. Some of the primary questions of
concerns in the study can be mentioned as follows;
 Can a critical analysis of dimensions of business meeting will be helpful for guiding
cross cultural management and communication?
 What will be the description of dimensions of challenges in cross-cultural
communication and management?
 What are the various factors that have potential to affect cross-cultural business
setting?
 What are different strategies for effective cross-cultural communication management
to be used by experienced managers?