Abstract
The effect of leadership in multinational teams on individuals remains underdeveloped. Based on the self-concept theory, our study investigates how subordinates’ work engagement is influenced by their perception of leader’s cultural gap bridging (i.e., CGB) behaviors, aiming at facilitating intercultural collaboration in multinational teams. Specifically, we draw on a quantitative, two-wave individual-level study with 280 employees working in multinational teams. Our results reveal that subordinates’ perception of leader’s CGB behaviors enhanced their work engagement, via its effect on their team identification. In addition, the positive indirect effect is contingent on the level of relationship conflict in the multinational teams.
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