There are many symptoms that further support this contention, aligned by a rising level of ethnocentrism which is further blinding the company from its outside environment. Second, the lack of congruency of planning to leadership (Guay, 2013) and lack of organizing with delegation (Sengul, Gimeno, Dial, 2012) is leading to employees searching for other positions to further their careers. Recommendations

In defining the plan for turning around the company, two objectives have been defined using the SMART method. These objectives are:

1. To complete an audit of managerial and leadership effectiveness of the South African expansion operations including employee satisfaction surveys and 360-degree feedback of leadership strategies.

2. To define minimum performance levels of management and leadership at Australian headquarters in terms of alignment with and strategies to overcome significant differences in Hofstede Cultural Dimension attributes.

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Guay, R.P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology, 28(1), 55-73.

Hofstede, G. 1998, "Think Locally, Act Globally: Cultural Constraints in Personnel Management," Management International Review, vol. 38, pp. 7-26.

Hofstede, G. & McCrae, R.R. 2004, "Personality and Culture Revisited: Linking Traits and Dimensions of Culture," Cross - Cultural Research, vol. 38, no. 1, pp. 52-88.

Sengul, M., Gimeno, J., & Dial, J. (2012). Strategic delegation: A review, theoretical integration, and research agenda. Journal of Management, 38(1),…