Cross-Cultural Management: Dialogue, Coaching, and Leadership

Identifying the Cross-Cultural Management Challenge

The cross-cultural issue identified in this paper is management — specifically, the disconnect between managers and employees in cross-cultural work environments. In most cases, organizational management does not adequately recognize the diverse cultures present within the organization, and this causes friction among employees. We all carry biases rooted in our upbringing and the culture in which we were raised. As a manager, one must be aware of these biases to avoid letting them interfere when working in a multicultural environment (Søderberg & Holden, 2002).

There are verbal and nonverbal communication styles that can contribute to this challenge. Gestures, facial expressions, and eye contact all carry different meanings across cultures. In some cultures, for example, maintaining direct eye contact is considered a sign of disrespect, and many people will deliberately avoid it. However, in other cultural contexts — including the one in which this author was raised — maintaining eye contact with the person you are speaking with is expected and considered respectful. Facial expressions and gestures are nonverbal means of communication through which speakers create impactful exchanges with their audience. In cross-cultural work environments, managers must be mindful of the gestures and facial expressions they use to ensure they are not inadvertently offending employees or sending the wrong message. Management must be attentive to employees and ensure that communication — both verbal and nonverbal — is effective and culturally sensitive.

Cross-Cultural Management: Issues to Be Faced (Adler, 1983)

The purpose of this study was to analyze cross-cultural management. Adler (1983) sought to establish how traditional organizational behavior is handled in a cross-cultural environment. Studying cross-cultural management extends the study of organizational behavior by adding a multicultural dimension that complements international business studies. The author notes that most prior studies have focused on the macro level rather than the micro level. A strong case is built, as the author identifies numerous studies that have attempted to address this topic, documents their outcomes, and highlights the gaps that remain — indicating that there is a missing link in the existing body of knowledge.

This study demonstrates that while technological changes can occur and organizations can be structured similarly, the cultures of their people are still maintained. For example, an organization in Canada and one in Germany may use the same technology; however, the way employees behave in each organization can be quite different. It is therefore vital to study organizational behavior from the perspective of cross-cultural management (Adler, 1983). Understanding this distinction is essential if we are to appreciate how culture plays a significant role within organizations. With proper understanding, organizational management will be better equipped to handle employees and run organizations successfully. The study brings to the fore vital insights that can assist management in effectively leading a diverse workforce while also encouraging employees to maintain their cultural identities.

This article is organized around six central questions that emerged from responses provided by panel members. The author addresses each question individually and offers insights into its impact on organizational management. An analysis is presented throughout the article, with data displayed in tabular formats. The main themes that emerge from the review are multicultural employees and multinational work environments. Managers must determine how they can effectively and efficiently lead such a workforce to produce results. The article also identifies the managerial skills required for this purpose, pointing out what competencies a manager should possess to successfully lead a multicultural or international workplace. The main author is Nancy J. Adler.

This was a Delphi study that sought to collect the opinions of experts. The study incorporated a group of 52 experts selected based on their professional reputations in management and their research publications on the subject (Adler, 1983). The experts represented 11 countries. As a Delphi study, it involved three rounds. Twenty-four experts participated in both of the first two rounds and also attended the 1981 International Symposium on Cross-Cultural Management, held in Montreal. The third round of the Delphi study was considered to be the symposium itself, where the experts further refined and integrated their collective understanding of the subject.

A key finding is that both academics and managers tend to view multiculturalism as a problem to be managed rather than as a resource that, if properly utilized, could help organizations flourish. The article identifies the skills a manager needs to effectively lead multicultural work environments. These include professional and managerial skills, personal and social skills, cross-cultural and international skills, and the capacity for spouses and families to adapt to foreign environments. A multinational manager must possess both domestic management competencies and those specific to cross-cultural contexts. The author acknowledges that the study is not definitive, as it integrates existing knowledge rather than generating new empirical data, and she suggests directions for future research.

Using the results of this study, one can see that it is essential to view multiculturalism positively and to identify the skills needed to effectively manage a multicultural work environment. This study offers guidance on how to communicate and sharpen social skills in order to reach a broader and more diverse audience. The link to the challenge identified is direct: the author emphasizes the specific competencies a manager must develop to lead multicultural employees successfully.

Conclusion

Leveraging the outcomes of these two articles represents a practical plan for overcoming the cross-cultural management challenge identified in this paper. Both articles offer guidance on how one can become an effective leader capable of navigating the complexities of management in diverse organizational settings. Combining the results of these two studies, a manager can develop into a leader whom employees genuinely respect and turn to for direction. Dialogue emerges as the most effective means of connecting with and expressing ideas to employees. In particular, persuasion dialogue is essential for encouraging employees to increase their productivity and embrace shared organizational goals. Using this approach, employees who already trust their manager can be more readily persuaded to accept certain propositions and work collaboratively toward positive outcomes.

References

Adler, N. J. (1983). Cross-cultural management: Issues to be faced. International Studies of Management & Organization, 13(1–2), 7–45.

Hamlin, R. G., Beattie, R. S., & Ellinger, A. D. (2007). What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday 'managerial effectiveness' and 'managerial coaching effectiveness.'

Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2006). Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours. Human Resource Development International, 9(3), 305–331.

Søderberg, A.-M., & Holden, N. (2002). Rethinking cross cultural management in a globalizing business world. International Journal of Cross Cultural Management, 2(1), 103–121.