Cross-Cultural Competence In International Leadership

1 Introduction

1.1 Nature of the Problem

The contemporary global economy is characterised by a competitive backdrop, which is progressively dynamic, ambiguous, and complex for companies with operations overseas, as well as, those employing workforces drawn from diverse cultural backgrounds. According to a global survey conducted by PriceWaterhouseCoopers (2011), one of the factors considered a key priority among multinational companies is to find ways to bridge divides posed by multicultural workforces and also to fill the international skills gap. A majority of the companies they examined aspired to seek better ways of developing and deploying staff internationally. At least a part of those efforts relates to skills in international leadership.

The latter include, but are not limited to, strategic thinking, communication, developing people and performance, diversity orientation, teamwork, trust and integrity, building relationships, self-management, and drive for results. In light of these competences, this Dissertation argues that designated individuals should have their cross-cultural competence developed after a thorough and standardized analysis of their cross-cultural competence deficiencies. Leadership development bears as much importance as compensation and benefits packages, as well as, fair performance appraisal mechanisms, in fostering employees’ motivation (Chima, 2012). In addition to this, some theorists are persuaded that cross-cultural leadership development plays a significant role in supporting the company’s cultural evolution process and resultant performance enhancement (Erwin, 2014).

Each of the competences identified for potential cross-cultural leadership development is discussed in detail in that literature review. Various academics’ perspectives on the leadership proficiencies are clearly laid out and built further by critical analysis of potential development approaches. These literary reflections have contributed immensely to the construction of the primary argument that various leadership

A cross-cultural organisation is one that covers different geographical regions, integrates differing societal values and communication methods (Hofstede, Hofstede, & Minkov, 2010).

1.6 Structure of Dissertation

The dissertation takes the following structure.

1.6.1 Chapter 1 – Introduction

Chapter one features an introduction to the Dissertation topic, the research aims and research questions. The chapter also briefly explains the methodology used to gather the research data and an overall view of the structure of the dissertation.

1.6.2 Chapter 2 – Literature review

The purpose of the literature review is to subject the many articles, books and papers available in this field to critical assessment, so as to find pieces of literature that are most relevant to achieving the research objectives.

1.6.3 Chapter 3 – Methodology

This chapter provides details of the research approach, data gathering, research ethics, and analysis.

1.6.4 Chapter 4 –