This report delves into the complexities of cross-cultural leadership, specifically examining the business relationship between Australia and China. It explores how Australian leaders can effectively manage teams in a Chinese context, considering the cultural differences and leveraging models like Hofstede's and Lewin's to navigate these differences. The report outlines the aims and objectives of a cross-cultural leadership workshop designed to equip Australian leaders with the necessary skills and knowledge. It highlights the key differences between Hofstede's and Lewis' models, providing practical insights for managing diverse teams. Furthermore, the report details the steps leaders can take to build effective multicultural teams, including breaking down cultural barriers and adapting to different customs. The conclusion emphasizes the importance of understanding cultural nuances and provides references for further study. This report is designed to assist business leaders to improve trade relationships between Australia and China.
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
