With increasing globalization and the cross-national transfer of managers, it is essential that management training include a large dose of cross-cultural sensitivity and competence. In tandem with this, organizations that recruit and hire personnel from outside their national boundaries must be prepared to orient and train newcomers to local norms of communication and behavior to enhance their integration and success. This paper discusses essential skills of conducting business in cross-cultural contexts and implications for leadership and communication. Beginning with a focus on the effects of crossing cultures, it addresses the combined impact of values, attitudes, and behavior that emerge from the joint influence of the societal value system and the professional business culture. These values, attitudes, and behaviors should be so managed that they enhance self- and other- awareness to maximize leadership competence outside the country of origin. As managers cross cultures, they must cope with the experience of being “outsiders” and may need to adapt their leadership styles to enhance the responsiveness and of workers in the host country. This paper provides guidelines for training both expatriates and newcomers.
|Keywords:||Cross-cultural, Leadership, Communication|
Professor and Director, Department of Management and Marketing, School of Business, Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
University of Texas School of Health Sciences, Houston, USA
ATX Properties, Austin, Texas, USA
Professor, School of Social Work, University of Missouri - St. Louis, St. Louis, Missouri, USA
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