Cross-cultural leadership adjustment: A strategic analysis of expatriate leadership at Rolls-Royce

Rekha Nicholson, Christopher Carr

Research output: Contribution to conferencePaperpeer-review

Abstract / Description of output

The current study examines the link between the cross-cultural leadership adjustment (CLA) and performance. The CLA adaptions are tested using a sample of leaders from two cultural regions, the United Kingdom and Germanic-Europe, with expatriate experience at Rolls-Royce in seven different countries, including non-European nations. Using data from a single company in multiple regions helps to isolate the firm, industry and regional effects. The results indicated that most expatriate leaders used the exploration mode of adjustment, under which both they and subordinates made substantial behavioural adaptations. This mode of adjustment addressing cultural differences had a positive impact on work-performance along with replication mode. Additional moderators here, such as differences relating to hierarchy, decision-making and language/communication, also impacted CLA.
Original languageEnglish
Publication statusUnpublished - 4 Sept 2018
EventBritish Academy of Management Conference - University of Western England, Bristol, United Kingdom
Duration: 4 Sept 20186 Sept 2018


ConferenceBritish Academy of Management Conference
Country/TerritoryUnited Kingdom

Keywords / Materials (for Non-textual outputs)

  • Cross-Cultural Leadership Adjustment
  • Rolls-Royce
  • European culture
  • Expatriate Leadership


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