The Impact of Cross-Cultural Communication on Foreign Managers’ Leadership Style in China-Based International Organization

Abstract

In order to make a clear identification about which leadership style can be appropriate and effective for foreign leaders in China, a specific focus has put on the Chinese natives’ cultural values and its influence on foreign manager’s leadership styles. Six foreign leaders from two China-based international organizations in Chengdu and Shen-zhen were interviewed on several issues, including decision-making, conflict management and work distribution. A qualitative analysis has been conducted through theme categorization which responds that transformational leadership style can be effective and appropriate for foreign leaders to strengthen their relationship with Chinese employees.