This study attempted to evaluate leadership style in a multi-cultural organization. There has been an increase in acquisitions of U.S. companies by multinational and global organizations; a trend that continues to reconfigure the global business culture with a multinational workforce. Globalization has resulted in a rapidly changing international business environment that is complex, contradictory, ambiguous, and volatile (Allen, 1991; Bennis, 1985). Population and business trends combine to create a situation where expatriate CEOs and managers will run U.S. based organizations within the United States. Russette, Scully, and Preziosi (2008) believe cultural issues in leadership should be studied to reveal differences between cultures in an effort to help leaders become more successful.
Leadership has been studied extensively in United States based organizations and cultures and researchers have defined and developed various leadership theories in an attempt to more clearly define leadership practices (Bass, 1985; Blanchard, 1991; Burns, 1978; Fiedler, 1967; Graen & Cashman, 1975; Locke, 1991; Katz, 1954; McGregor, 1960; Stogdill, 1948). Transformational leadership has been well studied and documented to be effective in U.S. based organizations; however, transformational and transactional tactics used by leaders may vary in the levels of success in differing cultures (Jung & Avolio, 1999; Walumbwa, 2005). Currently, research in the area of leadership of cross-cultural workforces by host country managers is lacking (Brain & Lewis, 2004).
This paper will evaluate the leadership of a U.S. based organization acquired by a German conglomerate and will focus on the implementation of transformational leadership by a host country manager in a multicultural organization with a recent history of expatriate management.
|Adviser||John A. Machnic|
|Subjects||Management; Organizational behavior|
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