Cross Cultural Leadership Case Study

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Navigating Cross-Cultural Leadership - Identifying the Right Behaviors
Jointly written by Raj Kumar and Manish Mehta
The rapid transformation of world business in the last few decades has heralded an era when cultural differences have become vitally important to leaders in the world 's international and multinational companies. Constant pressure on costs and challenges in expatriate mobility demands global companies to consider development of Asian leaders in order to build a sustainable future-ready leaders. How do you select the right leader for a specific role in another country?
Examining leadership in a cultural context will be particularly relevant as workplaces become more multicultural, companies continue to expand globally and competition
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Muruga shared that the diversity of business challenges he faced and the perspectives from different lenses, kept his passion alive. Diversity kept him energized as he felt he was always learning something new, and at the same time able to apply what he learned in different situations. Having experienced similar business issues in different countries, he learned that different solutions apply as the environment, culture and time frame, require a different approach.
The Clifton Strength Finder theme by Gallup which is widely used by Sanofi, identified Dr. Muruga 's strengths as strong in connectedness, strategic and analytical. He is able to connect at individual level, building trust, developing skills and empowering the individual. When making decisions, he considers the team 's benefit as a
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In India, when he comes up with a proposition and the idea is good, the team jumps on it fast and start implementing. They will reach the goal despite having road bumps. In Korea, the employees are hierarchically aware, and wait to get buy-in from all the stakeholders before starting a project. Although this process takes more time, the execution is flawless. The team in India on the other hand, might have taken a shorter period if they had planned properly. Korea has a strong hierarchical culture where the boss 's thoughts or opinions are respected and not questioned. While they are risk averse, a little more risk-taking would have improved the completion time. In India, employees spend a bit more time, and look into things. In Korea, employees leave the office only after the boss has left. Dr. Muruga shared that he had to remind his Korean employees to leave when it is

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