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Viewing report
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Cross-Cultural Leadership. Edition No. 1
VDM Publishing House, March 2009, Pages: 304
As the speed of globalization increases, as
companies become flatter, as firms engage in
temporary organizations from joint ventures to
alliances, and as more business is conducted with
virtual teams, there is a need for effective and
efficient cross-cultural leadership. It is common
today to have virtual teams working in numerous
countries from many different personal, societal,
and business cultures. Experience gave a glimpse
of a pattern of cross-cultural leadership attributes
that were accepted and recognized globally (etic):
trust, empathy, power, communication and
transformation. Starting with a definition of
leadership and culture, the work was undertaken to
explore, exegetically, the vast literature on
leadership and culture, to synthesize it and
correlate it to experience and other studies, and to
test the validity of the cross-cultural leadership
intelligence (XLQ) model that emerged. The
definition of cross-cultural leadership we developed
is the ability to inspire the desire to follow, and
to inspire achievement beyond expectations.
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