Leadership Styles

EXPATRIATES AND THEIR LEADERSHIP STYLES

Cheung Chun Long (123094)

Hong Kong Shue Yan University

BUS 415 Cross Cultural Management

Section: 2

Content

Abstract 3

Introduction 3

Leadership 4

Hofstede National Culture Dimensions 5

Power Distance 6

Individualism 6

Indulgence 7

Recommendation 8

Conclusion 9

Reference 10

Abstract

Globalization continues to dissolve the market boundaries across the world, a lot of competitive countries and cities are demanding different types of employees in the recent years. (Ling, 2014) Nowadays, a lot of employees work outside their countries. It is common to find expatriate managers in different countries, even in Hong Kong. This study is purposed to examine the differences of leadership styles between expatriates and local managers in Hong Kong by investigating into the studies of cultural preferences in Hofstede’s national cultural dimensions. It indicates there is a perception that local managers are perceived as more people-oriented and preferring high power relationship among employees; while expatriates are perceived as more easy-going and lenient. (Hofstede, 1983)

Introduction

With the establishment of international subsidiaries, joint venture and business strategic alliances, many companies are looking for international employees to join in purpose of forming a multicultural workplace and boosting productivity. (Rau, 2013) One of the most fast paced and competitive city, Hong Kong, is demanding expatriates for many international corporations. Many of they are tend to build a multinational and multicultural community comprising with expatriates and local employees. Professionals from countries outside are particularly needed to meet the huge worldwide strides. While once there are multinational employees in the working community, their cultural preference and working attitude may differ from each other. For instance, usually expatriates have different management and leadership styles from local...