Theories of Managing Cross-Cultural Teams

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Table of Contents

Introduction
Statement of the Problem
Significance of the Problem
Research Questions
Purpose
Conclusion
References

Introduction

The rise of international companies characterizes the modern business world. These entities introduce the new tendencies in the market and influence the major practices used to attain improved outcomes. Moreover, the given process promotes the change in hiring and recruitment practices, as companies focus on individuals with specific knowledge related to the area or country. As a result, the rise of cross-cultural teams is observed. Today, they are viewed as the main units in global companies necessary for attaining desired outcomes. At the same time, managing teams consisting of specialists with different cultural backgrounds might be challenging and require additional effort and competencies. As a result, effective leadership acquires the top priority as the way to organize these teams and align cross-cultural cooperation. That is why the proposed study is devoted to investigating a specific leadership model and its role in organizing teams’ work and creating the desired culture.

Statement of the Problem

The central problem addressed in the presented study is the use of a particular leadership model to create a corporate culture that would help to align cross-cultural teams’ work and achieve better results. The work of global corporations critically depends on the cooperation between groups of people consisting of individuals representing various cultures. Their cooperation might be complicated by differences in mentalities, worldviews, values, and stereotypic or biased thinking. For this reason, leaders’ primary task is to address these aspects and create a corporate culture reducing the number of conflicts and their probability.

Transformational leadership is often viewed as one of the modern and effective methods to accomplish the goal mentioned above. As against other paradigms, this one implies positive change through inspiration, motivation, and personal example, leading to the gradual transformation of diverse teams and their enhanced collaboration (Groves, 2020). It becomes critical to discuss transformational leadership methods and their influence on the work of cross-cultural teams. Otherwise, the lack of attention to managing cross-cultural teams might result in the company’s failure. If left unaddressed, it might promote the emergence of numerous conflicts based on culture, the critical decrease in performance levels, and the inability to attain existing goals (Raithel et al., 2021). It proves the scope of the challenge and its topicality for companies nowadays.

Under these conditions, the proposed study focuses on investigating the functioning of cross-cultural teams, their central aspects, and factors leaders should consider to ensure desired results. Transformational leadership is viewed as one of the possible approaches to address the problem and create the corporate culture necessary for aligned collaboration and reduced risk of conflicts (Tanikawa & Jung, 2019). The improved vision of different methods’ efficiency will help to create a paradigm for working with cross-cultural teams and helping them to evolve.

Significance of the Problem

The significance of the selected problem comes from several aspects. First of all, the high level of globalization influences the modern business world, leading to the diversification of the staff and the emergence of cross-cultural teams. For this reason, it becomes critical to select leadership styles and methods that would help to create a beneficial corporate culture and ensure no conflicts will emerge. Under these conditions, the chosen research topic is relevant to the modern leadership field. By investigating transformational leadership methods, it is also possible to select approaches that would help to inspire and motivate employees to engage in the positive change and support the company’s evolution. It is one of the relevant issues for big international companies as the number of workers from different states continuously grows (Tanikawa & Jung, 2019). For this reason, it is vital to investigate the selected topic.

Moreover, the topicality and relevance of the selected issue come from the critical importance and complexity of corporate culture in general and diverse teams in particular. Groups consisting of individuals with various mentalities and inbuilt representations require specific attention as they imply a higher risk of interpersonal conflicts (Raithel et al., 2021). For this reason, leaders of global corporations face the additional challenge of addressing various issues that might emerge during cross-cultural cooperation. Resolving these possible conflicts requires much effort and resources, meaning that prevision becomes a more beneficial method to align the work of diverse teams. Under these conditions, cultivating the desired corporate culture helping to reduce the number of conflicts can be considered a primary task for most modern organizations. It explains the relevance of the selected topic and the necessity to discuss it.

Research Questions

The study has the following research questions introduced to ensure the comprehensive investigation of the selected topic:

What is the role of transformational leadership in establishing a positive corporate culture?
How do implicit employees’ expectations influence leadership styles’ visions of corporate culture?
What is the correlation between transformational leadership, implicit leadership theory, and corporate culture?

Answering the first question, it is possible to discuss transformational leadership and its role in cultivating a required culture. It implies defining the term and its major elements, analyzing the possible models and methods related to the framework and how they can be applied to the work of cross-cultural teams to ensure better performance. Additionally, answering the question, it is possible to discuss the correlation between leadership and corporate culture and how these two aspects influence the work of organizations in the modern environment.

The second research question is introduced to understand the role of implicit leadership theory and its influence on the work of leaders and teams. In accordance with the given paradigm, individuals have specific expectations that might influence their work in teams and performance. For this reason, it becomes critical to investigate how these inbuild representations might influence the choice of leadership styles and promote the formation of a specific corporate culture.

Finally, the central idea of the proposed study is that transformational leadership can help to establish the desired corporate culture and align the better work of diverse teams. For this reason, the third research question focuses on determining the correlation between these aspects and implicit leadership theory to determine whether the selected approach might be effective enough to attain the desired goal and support the positive change within a company.

Purpose

Considering the formulated research questions, it is possible to formulate the central purpose of the proposed paper. Thus, the study focuses on investigating transformational leadership and its methods to determine the ability to cultivate the desired corporate culture and improve the work of diverse teams. At the same time, this primary objective is supported by several secondary ones:

It is vital to understand the major aspects of transformational leadership and its application in modern companies.
A better vision of the implicit leadership theory should be acquired. It can be used to explain differences in human behaviors, which is vital for managing employees representing different cultures.
Another purpose of the study is to offer an effective method that can be used by leaders to create the necessary culture and manage cross-cultural teams.

Achieving the outlined purposes will help to generate several benefits. First of all, a better understanding of the role of leadership in the modern business world will be acquired. It is critical for better management and achieving specific goals. Second, extensive knowledge of the main peculiarities of the cross-cultural teams’ work will be acquired. It is fundamental for organizing the work of various units and the development of international corporations. Finally, by accomplishing the outlined goals, it is possible to create the basis for developing effective management models that can be used in practice. For this reason, the study has relevant and practical purposes.

Conclusion

Altogether, the proposed study focuses on investigating the role of transformational leadership and implicit theory in managing cross-cultural teams and boosting their performance. It is a topical problem nowadays as the number of international companies continues to grow, meaning more diverse teams will emerge. For this reason, it is necessary to understand how culture might influence performance and measures to address this aspect and ensure no conflicts emerge. The study has three research questions which will promote the enhanced vision of the discussed problem. In general, the paper is important for creating an effective model that leaders can use to manage cross-cultural teams and ensure their high performance. For this reason, the planned study has high practical importance and is relevant to the modern business world. Its conclusions can be used in other projects devoted to investigating various aspects of leadership.

References

Groves, K. S. (2020). Testing a moderated mediation model of transformational leadership, values, and organization change. Journal of Leadership & Organizational Studies, 27(1), 35–48. Web.

Raithel, K., van Knippenberg, D., & Stam, D. (2021). Team leadership and team cultural diversity: The moderating effects of leader cultural background and leader team tenure. Journal of Leadership & Organizational Studies, 28(3), 261–272. Web.

Tanikawa, T., & Jung, Y. (2019). CEO power and top management team tenure diversity: Implications for firm performance. Journal of Leadership & Organizational Studies, 26(2), 256–272. Web.

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