Cross Cultural Leadership

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1. Introduction

As new international businesses have developed rapidly over the world, international trading has occurred frequently. Moreover, the importance of cross-cultural leadership has been come out an enormous issue in most countries as well. However, because difficulty of language and cultural differences, senior managers who are overseas for work have some problems with adopting new culture and working with other managers. Therefore, international businesses need a program which could support them to succeed their task. This report will identity two nations from clusters and two dimensions, identity the problems, barriers and advice and gives 3 solutions and recommendations.

2. Definition

Learning leadership would be the most important skill for cross-cultural relationship. House at al (2002, p5 in Liddell, 2005, p5) defines leadership as “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization of which they are members.” Learning leadership skill encourages the international businesses to achieve their goals.

3. Clusters and dimensions

The GLOBE project classifies 61 countries into 10 clusters. Two different countries: Australia, Korea: has been chosen from project GLOBE’s clusters to compare because two nations use different language and have different culture. According to Javidan (2005, p62), there are the nine GLOBE cultural dimensions: power distance, in-group collectivism, institutional collectivism, uncertainty avoidance, future orientation, gender egalitarianism, assertiveness, humane orientation, and performance orientation. In – group collectivism and uncertainty avoidance have been chosen to discuss between France and China. This is because according to Javidan et al (2005, p62) depicts a summary comparison of south Asian and Nordic European Culture clusters, it has been seen clearly there are enormous differences between two nations.

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