Development of effective leadership in a cross-cultural space

Abstract

The purpose of the article is to analyze the features of the formation of an effective personnel management mechanism based on the consideration of leadership theory with an emphasis on companies operating in a cross-cultural space. The initial thesis of the study was the statement about the multivariate nature of cultural spaces, which, based on the leading values, determine the behavior of their bearers. It was determined that the leading concept of personnel management, considering the cultural validity of leadership, is cross-cultural management. The practice and leadership styles were studied following the criteria of national characteristics. The critical cultural factors that determine the managerial aspects of enterprise activity are revealed, including power distance, the ratio of individualism and collectivism, masculinity and femininity, and attitude to uncertainty. It is recognized that they form the national style of leadership. The leadership styles are analyzed, namely autocratic, paternalistic, and democratic (participative). At the same time, emphasis is placed on the perception of the specified leadership styles by representatives of different national cultures. The deepening of the analysis was reflected in the determination and systematization of national leadership styles. British, American, German, French, Swedish, Romanian, Arab, Asian, and Ukrainian leadership styles are described. We propose to consider Romanesque and Arabic as two different styles, without combining them into one group, since they have several differences in cross-cultural characteristics. Also, the Ukrainian style of leadership, which became a symbiosis of the Soviet past, the significant influence of Western trends, and the peculiarities of the national culture of Ukraine, was added to the theoretical work of H. Levis. It was concluded that the cross-cultural approach to personnel management of the enterprise, which is formed based on cross-cultural management, becomes a new paradigm of personnel management, which integrates the main existing approaches in this field based on the priority of accounting for the national and cultural characteristics of the personnel of the enterprise to increase the level of team cohesion, creating a sense of belonging to the enterprise and its value system, which allows to increase the efficiency of the enterprise significantly. Keywords: leadership, leadership styles, cross-cultural management, national culture, national styles of leadership.