Cross-cultural Leadership Effectiveness: Perspectives from Non-Western Leaders

Abstract

Qualitative, in-depth interviews were used to explore determinants of cross-cultural leadership effectiveness from theperspectives of non-Western leaders. Data were collected from semi-structured interviews and self-reportedperformance from 12 expatriate Taiwanese managers. Analyses suggest three categorical determinants ofcross-cultural leadership effectiveness: personality characteristics, leadership strategies, and core competencies.Findings provide insightful information, facts, and facets related to the practice of cross-cultural leadership from theperspectives of non-Western expatriate managers. Results provide empirical evidence that contributes to the theoryof cross-cultural leadership, expatriate management, and global leadership development, and evidence for expatriatemanagers, trainers, and corporations.