Leadership models in managing cross-cultural teams

Purpose. This article examines leadership models and strategies for managing cross-cultural teams. It focuses on leaders’ behavioural priorities, such as task orientation, relationships, and shared leadership, and how cultural differences impact the effectiveness of formal and informal leaders. The need for an integrative leadership approach is emphasized in the context of globalisation and cross-cultural teams. Design / Method / Approach. A qualitative method is used, based on analysis of existing literature on leadership in project team management. Findings. Effective communication between leaders and team members is a key factor in project success. Overcoming linguistic barriers, understanding cultural differences, and coordinating non-verbal communication are essential for high-quality information exchange and understanding in cross-cultural teams. Theoretical Implications. This research contributes to understanding leadership in cross-cultural team management. Intercultural communication is crucial for building strong relationships, fostering trust, and reducing conflicts, contributing to successful goal achievement. Practical Implications. The study offers practical strategies for leaders, including developing intercultural sensitivity through training on cultural differences, and adopting empathy by understanding subordinates’ emotional states. Adapting communication styles and using technology to enhance interaction across locations are also recommended. Originality / Value. This paper provides a comprehensive analysis of cross-cultural management’s impact on leadership styles and strategies, offering both academic and practical insights for improving cross-cultural team management. Research Limitations / Future Research. The study is limited by its qualitative nature and focus on specific industries. Future research could include quantitative analysis and examine leadership in various cultural and organisational contexts.