Cross-Cultural Management and Its Impact on Global Leadership

This report provides a comprehensive analysis of cross-cultural management, exploring its critical role in global leadership and communication within multinational corporations (MNCs). The study delves into key concepts, including the definition and traits of global leaders, the significance of cross-cultural communication in fostering innovation and mitigating conflicts, and the relationship between culture and business. It examines the challenges and benefits of managing cultural diversity, particularly for expatriates and MNCs operating in diverse international settings. The report also highlights the implications for future business practices, emphasizing the need for global leaders to promote cohesive and inclusive environments. The study concludes with a discussion on the importance of adapting to cultural differences and fostering effective communication to achieve organizational goals.

Running head: CROSS CULTURAL MANAGEMENT
Cross Cultural Management
Name of the Student:
Name of the University:
Author Note:

1
CROSS CULTURAL MANAGEMENT
Table of Contents
Introduction......................................................................................................................................2
Concept of Global Leadership.........................................................................................................2
Cross Cultural Communication.......................................................................................................3
Culture and Business.......................................................................................................................5
Culture and MNCs...........................................................................................................................6
Culture and Communication............................................................................................................6
Implications for future.....................................................................................................................8
Conclusion.......................................................................................................................................8
References......................................................................................................................................10

2
CROSS CULTURAL MANAGEMENT
Introduction
The international business has been experiencing the drastic changes in the growing
awareness regarding the cross-cultural management. The emerging challenges and rewards for
managing across both the national and international boundaries have been growing with time.
Cross cultural management is an essential component of international business (Lisak and Erez
2015). It generally refers to the accommodation of the cultural diversity practices while operating
in the outside countries. The study would focus on the conceptual analysis of culture and
business, cultures and MNCs, and culture and communication described in the article From
Cross-cultural Management to Global Leadership: Evolution and Adaptation. The study has
observed one thesis that concentrates on the impacts created by the cross culture communication
on the global leadership. The conceptual elaboration of the subject areas would provide the
enriched knowledge in this field that would develop some of the specific implications for the
future.
Concept of Global Leadership
Global leaders are conceptualized as the emerging professionals who are operating in the
multicultural and international context. According to Bird and Mendenhall (2016), the global
leaders always have a natural curiosity about the entire world and they take interests in people
with diverse traits. The article, on the other hand, defines the global leadership as the broader
aspects, which are developing the conceptual bases of many other significant global practices.
Global leadership is contextualized as the method of leading people from multiple regions of the
world (Shim and Steers, 2012). The major trait of a global leader is to engage the diverse group
of business stakeholders to meet the objectives of the organisations. They have the potentiality to

3
CROSS CULTURAL MANAGEMENT
lead the people across culture, distance, time zone, and complex organizational structure. It is
essential for a global leader to develop the better understanding of the value added aspects for
maintaining the both the domestic and international location. The maintenance of the flexible
approaches and accomplishment of the business goals help the global leaders to take the big step
towards complex scenario. The article explores the historical evidence related to such specific
subject matter. Steers, Sanchez-Runde and Nardon (2012) pointed out that the cross cultural
practices have the clear impacts on the global leadership. The global leaders are much inclined
towards promoting the innovative working environment in which the people from diverse
cultural background would be involved. When the people from the different organisational
culture gather, it promotes the unique business approaches for accomplishing the determined
goals. It becomes much beneficial for the global leaders to develop the competitive edge in a
competitive business scenario.
The obtained ideas from the article identify the necessity of developing the team
collaboration that promotes the cross cultural communication practices more specifically.
Historical instance developed in the article refers the emergence of the intercultural
communications within the global organisation. Reiche et al. (2014) opined that the development
of the global leadership skills develops the higher level of intercultural communication, which is
an important aspect of global business. The global leaders determine the development of the
cross cultural scenario due to which they are even responsible for mitigating the conflicts. The
further studies would critically analyse the major factors that contribute to the global scenario in
a significant way.
Cross Cultural Communication

4
CROSS CULTURAL MANAGEMENT
According to Zander, Mockaitis and Butler (2012), cross cultural communication is
widely focusing in the process of negotiating, exchanging, and mediating the cultural differences
of an individual through the non-verbal gestures. The maintenance of the cultural diversity is one
of the major aspects of the global business scenario. In this article, Wanasika et al. (2011)
explained that the cross cultural communication helps in establishing the innovative procedures
by gathering the diverse cultural values of the people from different corner of the world.
Therefore, it can be implied that the cross cultural communication develops the better working
environment in the multinational corporation. However, opposing such statement, Osland, Bird
and Oddou (2013) explained that the emergence of the cross cultural environment create more
barriers. For example, it has been observed that the people from different lingual background
sometimes face the significant challenges in verbal communication. The verbal communication
is important to negotiate or exchange the information. Hence, it might create the issues since the
people face such lingual obstruction due to the differences.
However, the study explores the historical evidence, which ensures that the global leaders
take more interests in establishing the innovative atmosphere that can help the business
professionals to develop their efficiency and accomplish the goals. Takahashi, Ishikawa and
Kanai (2012) presented the contradictory view by stating that the diverse set of values visible in
diverse cultural background may affect the business environment in a significant way. The article
defines that the cross cultural management suggest the three types of categories, such as uni-
cultural, intercultural, and comparative. Allard, Qayyum and Mehra (2017) explained that
unicultural aspect concentrates on the management structure of the organisation within a single
country. On the other hand, comparative research is based on the comparison between the
cultures of two different countries. Finally, the intercultural factor determines the interaction

5
CROSS CULTURAL MANAGEMENT
between one or more organisational members belong to different countries. The three types of
cultural factors contribute much significantly on the development of the global organisational
contexts (Eisenbei and Brodbeck 2014). The leaders focus on gathering the people from diverse
culture that would encourage more innovative method within the organisation. The emergence of
the global careers through social media is a significant example of such initiatives.
Culture and Business
The global leadership determines the maintenance of the cohesiveness despite the cultural
differences between the people associated within an organisation. When the expatriates move to
a new country, it becomes a difficult journey for them since they need to adopt a new cultural
environment. Culture and business have the considerable linking that develops more globalised
business scenario. Accomplishment of the business goals depends on the appropriate cultural
environment that encourages the employees to develop the high efficiency in their performance
and accomplish the business goals. It has been observed that Global leadership is contextualized
as the method of leading people from multiple regions of the world. Caligiuri and Bonache
(2016) indicated that the major trait of a global leader is to engage the diverse group of business
stakeholders to meet the objectives of the organisations. Katz, Lazarsfeld and Roper (2017)
argued that culture is the potential competitive advantage that is more important for an
organisation to develop better service for the business clients. Hence, the traits of the global
leaders need to be adjusted accordingly. The most efficient organisational culture creates the
direct impacts on the products and services that are to be offered to the business clients. It is true
that the global leadership skills develop the higher level of intercultural communication, which is
an important aspect of global business (Muenjohn and Armstrong 2015). However, the leaders
need to ensure the right direction to promote the global culture within an organisation.

6
CROSS CULTURAL MANAGEMENT
Culture and MNCs
The multinational corporations worldwide strive to achieve excellence and structuring
business performance in a significant way. It is noticeable that the development of the right
direction towards the appropriate business functions helps the business marketers in
accomplishing such objectives. The maintenance of the flexible approaches and accomplishment
of the business goals help the global leaders to take the righteous step towards complex scenario
(Raina and Roebuck 2016). The article explores the historical evidence related to such specific
subject matter. The article develops the understanding regarding the association of the
expatriates. It is noticeable that the multinational corporations often provide the commendable
opportunities to the expatriates to develop their career skills. The expatriates belong to the
intercultural category due to which they need to adopt the diverse cultural background while
working in the different countries (Wood and St. Peters 2014). They often face the significant
challenges due to the barriers observed in the cultural and lingual factors. It has been observed
that people from different lingual background sometimes face the significant challenges in verbal
communication. The verbal communication is important to negotiate or exchange the
information and the cross cultural communication demands for more non-verbal gestures due to
the barriers in the languages. Majority of the multinational corporations develops the more
innovative approach from gathering people from diverse background and utilizing their diverse
techniques to ensure more innovative method within the organisation.
Culture and Communication
The ideas obtained from this study develop the understanding regarding the cross cultural
communication. Katz, Lazarsfeld and Roper (2017) implied that the communicating across the

7
CROSS CULTURAL MANAGEMENT
diverse culture is much challenging. It is true that the cross cultural communication develops the
better working environment in the multinational corporation. However, it is also noticeable that
the association of the people from diverse cultural background may create the significant
challenges as well. It is identified that the intercultural communication creates the links between
the high context and low context. It is important to mention that the global leadership skills
develop the higher level of intercultural communication, which builds the innovative scenario
across the diverse cultural scenario. The global management presents the concerns regarding the
Culture and business that have the considerable linking that develops more globalised business
scenario. Muenjohn and Armstrong (2015) argued that the development of the global leadership
competency can diminish the barriers among the diverse cultural scenario. It is essential to
develop the potentiality to lead the people across culture, distance, time zone, and complex
organizational structure. The communication established in a diverse cultural scenario
strengthens the competency skills of the global leaders. Allard, Qayyum and Mehra (2017)
highlighted that such competency skills help in providing the right directions to the employees
for improving the organisational functionalities. Wood and St. Peters (2014) argued that the
establishment of the global leadership competency skills sometimes lengthy or ill-defined. The
lack of adequate k knowledge in building such competency skills may affect the entire
functionalities of the organisation. Hence, it is noticed that the contribution of the global leaders
is highly criticized. The major focus of the global leaders is to promote the innovative working
scenario within a culturally diverse setting. The global leaders are much inclined towards
promoting the innovative working environment in which the people from diverse cultural
background would be involved. When the people from the different organisational culture gather,
it promotes the unique business approaches for accomplishing the determined goals.

8
CROSS CULTURAL MANAGEMENT
Implications for future
The above study suggests the set of benefits as well as the challenges identified in
establishing the global leadership and the cross cultural communication. The main focus of the
study is to highlight those suggestive challenges and present the appropriate implications to
mitigate. The development of the global leadership behaviour by focusing on the organisational
mission would lead towards the better performance schedule. The global leaders should take
more hands-on approach in engaging the employees from diverse background into the team
projects. It would provide them the opportunity to understand the cultural values and develop
cohesiveness despite the differences. However, it is even essential for the global leaders to
identify the emerging conflicts and take the instant initiatives to resolve those issues.
Conclusion
The article defines the global leadership as the broader aspects, which are developing the
conceptual bases of many other significant global practices. It explores the contribution of the
global leaders towards developing the cross cultural corporate settings and accomplishing the
business goals. The conceptual analysis based on the behavioral traits of the global leaders
provides the clear ideas regarding the dependencies on business cultures. The counter arguments
present in this article clearly portrays the ineffectiveness of the cross cultural communications
despite the advantageous deals. The emerging conflicts due to the lingual cultural barriers are to
be considered as the responsible factors for failure in the business. However, it is suggested that
the development of the global leadership competency can diminish the barriers among the
diverse cultural scenario. It is essential to develop the potentiality to lead the people across
culture, distance, time zone, and complex organizational structure. The righteous actions taken in

9
CROSS CULTURAL MANAGEMENT
favour of the global leadership development can mitigate such challenges and develop more
innovative cultural setting to accomplish business goals.

10
CROSS CULTURAL MANAGEMENT
References
Allard, S., Qayyum, M.A. and Mehra, B., 2017. Intercultural leadership toolkit for librarians:
Building awareness to effectively serve diverse multicultural populations. Education
Libraries, 30(1), pp.5-12.
Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
Caligiuri, P. and Bonache, J., 2016. Evolving and enduring challenges in global
mobility. Journal of World Business, 51(1), pp.127-141.
Eisenbeiß, S.A. and Brodbeck, F., 2014. Ethical and unethical leadership: A cross-cultural and
cross-sectoral analysis. Journal of Business Ethics, 122(2), pp.343-359.
Katz, E., Lazarsfeld, P.F. and Roper, E., 2017. Personal influence: The part played by people in
the flow of mass communications. Routledge.
Lisak, A. and Erez, M., 2015. Leadership emergence in multicultural teams: The power of global
characteristics. Journal of World Business, 50(1), pp.3-14.
Muenjohn, N. and Armstrong, A., 2015. Transformational leadership: The influence of culture
on the leadership behaviours of expatriate managers. international Journal of Business and
information, 2(2).
Osland, J. S., Bird, A., and Oddou, G. 2013. The context of expert global leadership. In W. H.
Mobley, M. Li, and Y. Wang (Eds.), Advances in global leadership (Vol. 7). Oxford, UK:
Elsevier.

11
CROSS CULTURAL MANAGEMENT
Raina, R. and Roebuck, D.B., 2016. Exploring cultural influence on managerial communication
in relationship to job satisfaction, organizational commitment, and the employees’ propensity to
leave in the insurance sector of India. International Journal of Business Communication, 53(1),
pp.97-130.
Reiche, B. S., Bird, A., Mendenhall, M. E., and Osland, J. S. 2014. Toward a taxonomy of the
global leadership construct. Paper presented at the Academy of International Business.
Shim, S., and Steers, R. M. 2012. Symmetric and asymmetric leadership cultures: A comparative
study of leadership and organizational culture at Hyundai and Toyota. Journal of World
Business, 47(4): 581–591.
Steers, R. M., Sanchez-Runde, C., and Nardon, L. 2012. Leadership in a global context: New
directions in research and theory. Journal of World Business, 47(4): 479–482.
Takahashi, K., Ishikawa, J., and Kanai, T. 2012. Qualitative and quantitative studies of
leadership in multinational settings: Meta-analytic and cross-cultural reviews. Journal of World
Business, 47: 530–538.
Wanasika, I., Howell, J. P., Littrell, R., and Dorfman, P. 2011. Managerial leadership and culture
in sub-Saharan Africa. Journal of World Business, 46: 234–324.
Wood, E.D. and St. Peters, H.Y., 2014. Short-term cross-cultural study tours: impact on cultural
intelligence. The International Journal of Human Resource Management, 25(4), pp.558-570.
Zander, L., Mockaitis, A. I., and Butler, C. L. 2012. Leading global teams. Journal of World
Business, 47: 592–603.