Cross-Cultural Leadership and Management in Construction Projects

This report provides a comprehensive analysis of cross-cultural leadership and management within the context of an international construction project. The study delves into the significance of cross-cultural leadership training, exploring leadership competencies, criteria for success, and the role of cultural intelligence. It examines various training programs like IATA (I-Lead) and the INCA Project. The methodological approach includes interviews, questionnaires, observations, and a detailed analysis of the GLOBE study, focusing on dimensions such as power distance, individualism, masculinity, and uncertainty avoidance across different cultural contexts (United Kingdom, France, India, Italy, and Lebanon). The results section presents findings from the GLOBE study and observations, followed by a discussion of the implications for cross-cultural leaders, perceptions, and the application of a Cultural Leader Framework (CLF). Recommendations for further research and reflection on time management skills are also included. The report aims to provide valuable insights for effective leadership in diverse international construction environments.

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

1.1.4.1 IATA (I-Lead)
The Intercultural Leadership Engagement and Development (I-Lead), developed by
IATA (International Air Transport Association). Twenty people, 50 percent from East
Asia and the remaining from "developing" constituencies. These people were
acknowledged and put together to co-lead ten teams of senior and youth officials in
various fields. The aim was to overcome cultural impediments in order to collaborate
and alter their self-perception of administration to a group's manner of lives that was
new to some.
The movement teaching program I-Lead focused on motivating the company,
developing socially cautious pioneers, and empowering persuasive and socially diverse
job. The program gave individuals a productive opportunity to regulate significantly fiery
differing and cross-helpful gatherings.
Bryant [49] inspected IATA's culturally diverse I-Lead program and portrayed the
accompanying strides to enable different associations to fuse various societies into their
organizations:
 Identifying two societies that need to work together: The majority of
enterprises consider the world as their market, however, in the social context, it is
not level and potential holes should be differentiated between "home" and
"target" cultures.
 Identifying pioneers and administration ability from every culture: Select
pioneers from the business who might be reasonable in diverse connections.
 Identify suitable sets of co-pioneers: Review people's past understanding; do
they work well in a group and would they say they are tolerant of various
societies?
 Identify genuine undertaking: Use the business to enable staff to learn and
develop.
 Identify a practical time period: Minimum time ought to be dispensed.

 Share rehearses: Lessons educated ought to be shared inside the association.
 Adapt for the following multifaceted test: Each culture is unique so what
works for one may be adjusted for another.
1.1.4.2 The INCA Project
The INCA is an EU-funded effort under the Leonardo da Vinci program that took place
in 2005. The undertaking's motivation was aimed at discovering a structure to evaluate
preparing required for the board. The research discovered six characteristics that
supervisors expected to work in a universal market. The administrators were estimated
against three degrees of capability (essential, moderate and full).
Five characteristics:
 Tolerance of vulnerability: managing startling and new conditions and
circumstances.
 Behavioral adaptability: the capacity to adjust how you work and interface with
others to dodge struggle.
 Communication: false impressions frequently happen because of social
contrasts, for example, language boundaries and non-verbal communication.
There is a should know about this and be aware and tolerant.
 Respect for other people and their societies
 Empathy
The five characteristics of pioneers are rearranged by connecting them with three parts
of aptitude:
 Knowledge
 Adaptability
 Openness
2. Methodological Approach

The underlying way to deal with gathering information for this undertaking was by
means of meetings with pioneers from the Orken Village Project, overviews to different
people on the venture and perceptions set aside a few minutes on the task. Be that as it
may, as time moved the conditions of both myself and many colleagues changed. The
Orken Village Project was consummation and numerous individuals had either left of
were being reassigned.
2.1 Interviews
The underlying way to deal with gathering information for this exposition was to direct a
progression of meetings with a few heads from the past task I chipped away at, situated
in Ireland. I had planned to disseminate studies to more extensive individuals from the
venture and utilize these alongside perceptions set aside a few minutes on the
undertaking. My conditions changed; as the venture was arriving at an end, I began
another job in Kazakhstan on the Orken Village Project.
2.2 Questionnaires
I was creating surveys with the goal of sending these to center administrators and
bosses to gather quantitative information on authority and social recognition. Because
of an adjustment in the venture, this was no
2.3 Observations
Watching workers on the Orken Village Project enabled me to be engaged with talks
and furthermore observe non-verbal parts of correspondence. This included how they
conveyed what needs be and their sentiments, who associated better with who, how
they imparted and the non-verbal communication showed. During the writing audit

I chose fitting situations to see during this exploration guaranteeing each social
gathering was seen in comparable situations; directors in gatherings, counterparts in
discourse both inside their very own way of life and with associates from different
societies.
2.4 GLOBE Study
Global Administration and Efficiency of Institutional Attitude (GLOBE) look into the
program was examined and picked to give auxiliary research information to an
investigation of the Orken Village Project. The GLOBE program was picked because of
the huge information bank of data and in light of the fact that the investigation secured
the five societies spoke to on the Orken Village Project
The significant reason for the GLOBE program is to increment accessible information
about multifaceted relations. The outcomes are introduced as quantitative and
subjective information, in view of reactions of around 17 000 [34]
Thejournal (Tradition, management and institutions: The WORLD Study of 62 social
solicitations), depictsthe way in which the majority of the 62 social solicitations get the
score on nine general characteristics of social requests and six significant by and large
practices. When these were examined as reactions to reviews, the implication was that
these social properties and pioneer practices are a way of culture or movement. In order
to understand the categorization better, four elements of culture,
i.e. It will investigate power length, instability minimisation, individualism, and manhood.
[34]
2.4.1 Qualitative Research
Energetic strategies were used in the WORLD program in order to collect data on power
and diverse cultures. The techniques include estimating the culture of society, genuine
culture, and amalgamating attributes and practices that provided with the details on
enhancing or reducing sufficiency.After analyzing the data practices, models were made