Exploring Modes of Leadership Adjustment in a Cross-Cultural Context

The adjustment of leadership approach according to conditions in the host country has been argued to be essential for leadership effectiveness in a crosscultural context. However, virtually no empirical research has studied the adjustment of cross-cultural leadership. This paper presents a study that explores modes of cross-cultural leadership adjustment and investigates forces influencing modes of adjustment. Data were collected from senior expatriate managers working in Thailand. Nicholson’s (1984) theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of crosscultural leadership adjustment. The results show that a majority of expatriate executives made adjustment to their leadership approaches and tried to change Thai employees, showing the exploration mode of adjustment, and that role requirements, characteristics of Thai employees, and local hierarchy system, as well as leaders’ perceptions, all influenced expatriate leaders’ modes of adjustment. Based on our findings, a theoretical framework and a number of research propositions were developed. The implications of the findings are discussed.