Skip to main content
SpringerLink
Log in

Global Leadership in Multicultural Teams

  • Chapter
Leadership Development in a Global World

Part of the book series: The Palgrave Macmillan IESE Business Collection ((IESEBC))

Abstract

As business activities become increasingly globalized, there is an urgent need for global leadership to ensure effective collaboration across national boundaries. Global leadership can be defined as the process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goal (Beechler and Javidan, 2007; Bird, Mendenhall, Stevens, and Oddou, 2010; Osland, 2008). Scholars have identified key competencies of global leadership, such as global knowledge, inquisitiveness, resilience, cognitive complexity, cosmopolitanism, mindful communication, multicultural teaming, and building community and social capital (Bird and Osland, 2004; Morrison, 2000; Osland, 2008). To make these broad concepts actionable, however, it is necessary to translate them into concrete behaviors in defined contexts. This chapter focusses specifically on global leadership in multicultural teams, and discusses its various facets and development.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 34.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 44.00
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 54.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Ang, S. and Van Dyne, L. (2008) “Conceptualization of Cultural Intelligence: Definition, Distinctiveness and Nomological Network.” In S. Ang and L. Van Dyne (eds) Handbook on Cultural Intelligence: Theory, Measurement and Applications (Armonk, NY: M. E. Sharpe): 3–15.

    Google Scholar 

  • Aune, K. S. and Aune, R. K. (1996) “Cultural Differences in the Self-Reported Experience and Expression of Emotions in Relationships.” Journal of Cross-Cultural Psychology 27.1: 67–81.

    Article  Google Scholar 

  • Bachmann, A. (2006) “Melting Pot or Tossed Salad? Implications for Designing Effective Multicultural Workgroups.” Management International Review 46.6: 721–748.

    Article  Google Scholar 

  • Bailey, J. R., Chen, C. C., and Dou, S.-G. (1997) “Japan and China.” Journal of International Business Studies 28.3: 605–625.

    Article  Google Scholar 

  • Beechler, S. and Javidan, M. (2007) “Leading with a Global Mindset.” In M. R. Javidan, R. R. Steers and M. Hitt (eds) Advances in International Management: The Global Mindset (Oxford: Elsevier/JAI Press).

    Google Scholar 

  • Bird, A. and Osland, J. (2004) “Global Competencies: An Introduction.” In H. Lane, M. Maznevski, M. E. Mendenhall, and J. McNett, (eds) The Blackwell Handbook of Global Management: A Guide to Managing Complexity (Oxford: Blackwell).

    Google Scholar 

  • Bird, A., Mendenhall, M., Stevens, M. J. and Oddou, G. (2010) “Defining the Content Domain of Intercultural Competence for Global Leaders.” Journal of Managerial Psychology 25.8: 810–828.

    Article  Google Scholar 

  • Black, J. S. and Gregersen, H. B. (2000) “High Impact Training: Forging Leaders for the Global Frontier.” Human Resource Management 39.2/3: 173–184.

    Article  Google Scholar 

  • Brewer, M. B. (1996) “When Contact is not Enough: Social Identity and Intergroup Cooperation.” International Journal of Intercultural Relations 20.3/4: 291–303.

    Article  Google Scholar 

  • Chua, R. Y. J., Morris, M. W., and Ingram, P. (2009) “Guanxi versus Networking: Distinctive Configurations of Affect-and Cognition-Based Trust in the Networks of Chinese and American Managers.” Journal of International Business Studies 40.3: 490–508.

    Article  Google Scholar 

  • Cramton, C. D. (2001) “The Mutual Knowledge Problem and its Consequences for Dispersed Collaboration.” Organization Science 12.3: 346–371.

    Article  Google Scholar 

  • Day, D. V. (2000) “Leadership Development: A Review in Context.” The Leadership Quarterly 11.4: 581–613.

    Article  Google Scholar 

  • Day, D. V. and Harrison, M. M. (2007) “A Multilevel, Identity-based Approach to Leadership Development.” Human Resource Management Review 174: 360–373.

    Article  Google Scholar 

  • Day, D., Harrison, M., and Halpin, A. (2009) An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise (New York, NY: Routledge).

    Google Scholar 

  • De Dreu, C. K. W. (2006) “When Too Little or Too Much Hurts: Evidence for a Curvilinear Relationship between Task Conflict and Innovation in Teams.” Journal of Management 32: 83–107.

    Article  Google Scholar 

  • DeShon, R. P, Kozlowski, S. W. J., Schmidt, A. M., Milner, K. R., and Wiechmann, D. (2004) “A Multiple-goal, Multilevel Model of Feedback Effects on the Regulation of Individual and Team Performance.” Journal of Applied Psychology 89: 1035–1056.

    Article  Google Scholar 

  • Doney, P M., Cannon, J. P, and Mullen, M. R. (1998) “Understanding the Influence of National Culture on the Development of Trust.” Academy of Management Review 23.3: 601–620.

    Google Scholar 

  • Dweck, C. S. (1986) “Motivational Processes Affecting Learning.” American Psychologist 41: 1040–1048.

    Article  Google Scholar 

  • Earley, P. C. and Ang, S. (2003) Cultural Intelligence: Individual Interactions Across Cultures (Palo Alto, CA: Stanford University Press).

    Google Scholar 

  • Earley, P C. and Gibson, C. B. (2002) Multinational Work Teams: A New Perspective (Mahwah, NJ: Lawrence Erlbaum).

    Google Scholar 

  • Edmondson, A. (1999) “Psychological Safety and Learning Behavior in Work Teams.” Administrative Science Quarterly, 44: 350–383.

    Article  Google Scholar 

  • Edmondson, A. and Roloff, K. (2008) “Overcoming Barriers to Collaboration: Psychological Safety and Learning in Diverse Teams.” In E. Sales, G. G. Goodwin, and C. S. Burke (eds) Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches (Mahwah, NJ: Lawrence Erlbaum Associates): 183–208.

    Google Scholar 

  • Elfenbein, H. A. and Ambady, N. (2002) “On the Universality and Cultural Specificity of Emotion Recognition: A Meta-Analysis.” Psychological Bulletin 128: 203–235.

    Article  Google Scholar 

  • Elfenbein, H. A. and Shirako, A. (2006) “An Emotion Process Model for Multicultural Teams.” In B. Mannix, M. Neale, and Y. R. Chen (eds) Research on Managing Groups and Teams: National Culture and Groups (Amsterdam: Elsevier): 263–297.

    Chapter  Google Scholar 

  • Eylon, D. and Au, K. Y. (1999) “Exploring Empowerment Cross-cultural Differences along the Power Distance Dimension.” International Journal of Intercultural Relations 23: 373–385.

    Google Scholar 

  • Fitzsimmons, S. R., Lee, Y.-t., and Brannen, M. Y (2011) “Demystifying the Myth about Marginals: Implications for Global Leadership.” Pre-publication conference (November 2011), IMD, Lausanne, Switzerland.

    Google Scholar 

  • Gibson, C. B. and Zellmer-Bruhn, M. E. (2001) “Metaphors and Meaning: An Intercultural Analysis of the Concept of Teamwork.” Administrative Science Quarterly 46.2: 274–303.

    Article  Google Scholar 

  • Gong, Y. and Fan, J. (2006) “Longitudinal Examination of the Role of Goal Orientation in Cross-Cultural Adjustment.” Journal of Applied Psychology 91: 176–184.

    Article  Google Scholar 

  • Halevy, N. and Sagiv, L. (2008) “Teams Within and Across Cultures.” In M. Peterson, P. Smith, and D. Thomas (eds) Handbook of Cross-Cultural Management Research (Thousand Oaks, CA: Sage): 253–268.

    Chapter  Google Scholar 

  • Harrison, D. A., Price, K. H., and Bell, M. P (1998) “Beyond Relational Demography: Time and the Effects of Surface-and Deep-Level Diversity on Work Group Cohesion.” The Academy of Management Journal 41.1: 96–107.

    Article  Google Scholar 

  • Hinds, P., Liu, L., and Lyon, J. (2011) “Putting the Global in Global Work: An Intercultural Lens on the Practice of Cross-national Collaboration.” Academy of Management Annals 51.1: 135–188.

    Article  Google Scholar 

  • Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations, 2nd edn (Thousand Oaks, CA: Sage).

    Google Scholar 

  • Hogg, M. A. (2001) “A Social Identity Theory of Leadership.” Personality & Social Psychology Review 5.3: 184–200.

    Article  Google Scholar 

  • Hogg, M. A. and van Knippenberg, D. (2003) “Social Identity and Leadership Processes in Groups.” In M. P. Zanna (ed.) Advances in Experimental Social Psychology 35: 1–52 (San Diego, CA: Academic Press).

    Google Scholar 

  • Hyatt, D. E. and Ruddy, T M. (1997) “An Examination of the Relationship between Work Group Characteristics and Performance: Once More into the Breach.” Personnel Psychology 50: 553–585.

    Google Scholar 

  • Ilgen, D. R., Hollenbeck, J. R., Johnson, M., and Jundt, D. (2005) “Teams in Organizations: From Input-Process-Output Models to IMOI Models.” Annual Review of Psychology 56.1: 517–543.

    Article  Google Scholar 

  • Iyengar, S. S. and Lepper, M. R. (1999) “Rethinking the Value of Choice: A Cultural Perspective on Intrinsic Motivation.” Journal of Personality and Social Psychology 76: 349–366.

    Article  Google Scholar 

  • Janssens, M. and Brett, J. M. (2006) “Cultural Intelligence in Global Teams.” Group & Organization Management 31.1: 124–153.

    Article  Google Scholar 

  • Jehn, K. A., Northcraft, G. B., and Neale, M. A. (1999) “Why Differences Make a Difference: A Field Study of Diversity, Conflict, and Performance in Workgroups.” Administrative Science Quarterly 44: 741–763.

    Google Scholar 

  • Jones, G. R. and George, J. M. (1998) “The Experience and Evolution of Trust: Implications for Cooperation and Teamwork.” Academy of Management Review 23: 531–546.

    Google Scholar 

  • Kirkman, B. L. and Mathieu, J. E. (2005) “The Dimensions and Antecedents of Team Virtuality.” Journal of Management 31.5: 700–718.

    Article  Google Scholar 

  • Kirkman, B. L. and Shapiro, D. L. (1997) “The Impact of Cultural Values on Employee Resistance to Teams: Toward a Model of Globalized Self-managing Work Team Effectiveness.” Academy of Management Review 22.3: 730–757.

    Google Scholar 

  • Kirkman, B. L. and Shapiro, D. L. (2001) “The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-managing Work Teams: The Mediating Role of Employee Resistance.” Academy of Management Journal 44.3: 557–569.

    Article  Google Scholar 

  • Klimoski, R. and Mohammed, S. (1994) “Team Mental Model: Construct or Metaphor?” Journal of Management 20.2: 403–437.

    Article  Google Scholar 

  • Kluckhohn, F. R. and Strodtbeck, F. L. (1961) Variations in Value Orientations (Evanston, IL: Row, Peterson and Company).

    Google Scholar 

  • Kristof-Brown, A. L. and Guay, R. P. (2010) “Person-Environment Fit.” In S. Zedeck (ed.) APA Handbook of Industrial and Organizational Psychology (Washington, DC: American Psychological Association).

    Google Scholar 

  • Lau, D. C. and Murnighan, J. K. (1998) “Demographic Diversity and Faultlines: The Compositional Dynamics of Organizational Groups.” Academy of Management Review 23.2: 325–340.

    Google Scholar 

  • Lau, D. C. and Murnighan, J. K. (2005) “Interactions within Groups and Subgroups: The Effects of Demographic Faultlines.” Academy of Management Journal 48.4: 645–659.

    Article  Google Scholar 

  • Lee, Y.-t. and Ramaswami, A. (forthcoming) “Fitting Person-Environment Fit Theories into a Cultural Context.” In A. Kristof-Brown and J. Billsberry (eds) New Directions in Organizational Fit (Oxford: Wiley-Blackwell).

    Google Scholar 

  • Lee, Y.-t., Masuda, A. D., and Cardona, P (2010) “Multiple Cultural Identities in CQ and Global Leadership.” Paper presented in the Annual Conference of Society for Industrial and Organizational Psychology (SIOP), Atlanta, 2010.

    Google Scholar 

  • Lee, Y.-t., Reiche, B. S., and Song, D. (2010) “How Do Newcomers Fit In? The Dynamics between Person-Environment Fit and Social Capital across Cultures.” International Journal of Cross Cultural Management 10.2: 153–174.

    Article  Google Scholar 

  • Lord, R. G. and Hall, R. J. (2005) “Identity, Deep Structure and the Development of Leadership Skill.” Leadership Quarterly 16.4: 591–615.

    Article  Google Scholar 

  • Lovelace, K., Shapiro, D., and Weingart, L. R. (2001) “Maximizing Cross-functional New Product Teams.’ Innovativeness and Constraint Adherence: A Conflict Communications Perspective.” Academy of Management Journal 44.4: 779–783.

    Article  Google Scholar 

  • Marks, M. A., Mathieu, J. E., and Zaccaro, S. J. (2001) “A Temporally Based Framework and Taxonomy of Team Processes.” Academy of Management Review 26.3: 356–376.

    Google Scholar 

  • Masuda, T. and Nisbett, R. A. (2001) “Attending Holistically versus Analytically: Comparing the Context Sensitivity of Japanese and Americans.” Journal of Personality and Social Psychology 81, 5: 922–934.

    Article  Google Scholar 

  • Mathieu, J. E., Gilson, L. L.,and Ruddy, T. M. (2006) “Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model.” Journal of Applied Psychology 91: 97–108.

    Article  Google Scholar 

  • Mathieu, J., Maynard, M. T., Rapp, T., and Gilson, L. (2008) “Team Effectiveness 19972007: A Review of Recent Advancements and a Glimpse into the Future.” Journal of Management 34.3: 410–476.

    Article  Google Scholar 

  • Maznevski, M. L. (2008) “Leading Global Teams.” In M. E. Mendenhall J. Osland, A. Bird, G. Oddou, and M. Maznevski (eds) Global Leadership: Research, Practice and Development (London: Routledge).

    Google Scholar 

  • Maznevski, M. L. and Chudoba, K. M. (2000) “Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness.” Organization Science 11.5: 473–492.

    Article  Google Scholar 

  • Maznevski, M. L. and Zander, L. (2001) “Leading Global Teams: Overcoming the Challenge of Power Paradoxes.” In M. Mendenhall, T. Kuehlmann, and G. Stahl (eds) Developing Global Business Leaders: Policies, Processes, and Innovations. (Westport, CT: Quorum Books).

    Google Scholar 

  • Mendenhall, M. E. (2006) “The Elusive, yet Critical Challenge of Developing Global Leaders.” European Management Journal 24.6: 422–429.

    Article  Google Scholar 

  • Mohammed, S. and Nadkarni, S. (2011) “Temporal Diversity and Team Performance: The Moderating Role of Team Temporal Leadership.” Academy of Management Journal 54.3: 489–508.

    Article  Google Scholar 

  • Morgeson, F P, DeRue, D. S., and Karam, E. P (2010) “Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes.” Journal of Management 36: 5–39.

    Article  Google Scholar 

  • Morrison, A. J. (2000) “Developing a Global Leadership Model.” Human Resource Management 39.2/3: 117–131.

    Article  Google Scholar 

  • Ng, K. Y., Van Dyne, L., and Ang, S. (2009) “Developing Global Leaders: The Role of International Experience and Cultural Intelligence.” In W. H. Mobley, Y. Wang, and M. Li (eds) Advances in Global Leadership, Volume 5 (Bingley: Emerald Publishing): 225–250.

    Google Scholar 

  • Oddou, G. R. and Mendenhall, M. (2008) “Global Leadership Development.” M. E. Mendenhall, J. Osland, A. Bird, G. Oddou, and M. Maznevski (eds) Global Leadership: Research, Practice and Development (London: Routledge).

    Google Scholar 

  • Osland, J. (2008) “Overview of the Global Leadership Literature.”In M. E. Mendenhall, J. Osland, A. Bird, G. Oddou, and M. Maznevski (eds) Global Leadership: Research, Practice and Development (London: Routledge).

    Google Scholar 

  • Paunova, M. and Lee, Y.-t. (2011) “Learning Goal Orientation and Leadership Emergence in Multicultural Teams: A Moderated Process Model.” Paper presented at Academy of Management Meeting, San Antonio, 2011.

    Google Scholar 

  • Pearce, C. L. (2004) “The Future of Leadership: Combining Vertical and Shared Leadership to Transform Knowledge Work.” Academy of Management Executive 18.1: 47–57

    Article  Google Scholar 

  • Richter, A. W., West, M. A., van Dick, R., and Dawson, J. F (2006) “Boundary Spanners’ Identification, Intergroup Contact, and Effective Intergroup Relations.” Academy of Management Journal 49.6: 1252–1269.

    Article  Google Scholar 

  • Salas, E., Sims, D. E., and Burke, C. S. (2005) “Is There a Big Five in Teamwork?” Small Group Research 36: 555–599.

    Article  Google Scholar 

  • Shapiro, D. L., Furst, S. A., Spreitzer, G. M., and Glinow, M. A. V. (2002) “Transnational Teams in the Electronic Age: Are Team Identity and High Performance at Risk?” Journal of Organizational behavior 23.4: 455–467.

    Article  Google Scholar 

  • Shokef, E. and Erez, M. (2006) “Shared Meaning Systems in Multicultural Teams.” In B. Mannix, M. Neale, and Y. R. Chen (eds) National Culture and Groups: Research on Managing Groups and Teams (San Diego, CA: Elsevier/JAI Press): vol. 9: 325–352.

    Chapter  Google Scholar 

  • Stahl, G. K., Makela, K., Zander, L., and Maznevski, M. L. (2010) “A Look at the Bright Side of Multicultural Team Diversity.” Scandinavian Journal of Management 26.4: 439–447.

    Article  Google Scholar 

  • Stahl, G. K., Maznevski, M. L., Voigt, A., and Jonsen, K. (2009) “Unraveling the Effects of Cultural Diversity in Teams: A Meta-analysis of Research on Multicultural Work Groups.” Journal of International Business Studies 41.4: 690–709.

    Article  Google Scholar 

  • Swann, J. W. B., Polzer, J. T., Seyle, D. C., and Ko, S. J. (2004) “Finding Value in Diversity: Verification of Personal and Social Self-Views in Diverse Groups.” Academy of Management Review 29.1: 9–27.

    Google Scholar 

  • Tuckman, B. W. (1965) “Developmental Sequence in Small Groups.” Psychological Bulletin 63.6: 384–399.

    Article  Google Scholar 

  • Van de Vliert, E. and De Dreu, C. K. W. (1994) “Optimizing Performance by Stimulating Conflict.” International Journal of Conflict Management 5: 211–222.

    Article  Google Scholar 

  • Van de Vliert, E., Shi, K., Sanders, K., Wang, Y., and Huang, X. (2004) “Chinese and Dutch Interpretations of Supervisory Feedback.” Journal of Cross-Cultural Psychology 35: 417–435.

    Article  Google Scholar 

  • Von Glinow, M. A., Shapiro, D. L., and Brett, J. M. (2004) “Can We Talk, and Should We? Managing Emotional Conflict in Multicultural Teams.” Academy of Management Review 29.4: 578–592.

    Google Scholar 

  • Wang, M. and Takeuchi, R. (2007) “The Role of Goal Orientation during Expatriation: A Cross-sectional and Longitudinal Investigation.” Journal of Applied Psychology 92: 1437–1445.

    Article  Google Scholar 

  • Wu, J. B., Tsui, A. S., and Kinicki, A. J. (2010) “Consequences of Differentiated Leadership in Groups” Academy of Management Journal 53.1: 90–106.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. IESE Business School, University of Navarra, Spain

    Yih-Teen Lee (Associate Professor of Managing People in Organizations)

Authors
  1. Yih-Teen Lee
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. IESE Business School, University of Navarra, Spain

    Jordi Canals (Dean and Professor of General Management) (Dean and Professor of General Management)

Copyright information

© 2012 Yih-Teen Lee

About this chapter

Cite this chapter

Lee, YT. (2012). Global Leadership in Multicultural Teams. In: Canals, J. (eds) Leadership Development in a Global World. The Palgrave Macmillan IESE Business Collection. Palgrave Macmillan, London. https://doi.org/10.1057/9781137283320_9

Download citation

Publish with us

Policies and ethics

Search

Navigation