LEADERSHIP AND EMPLOYEE PERFORMANCE: HOW CAN WE LEVERAGE CULTURAL DIFFERENCES IN MATRIX ORGANIZATIONS

Abstract

The purpose of the article is to show the influence of cultural values on the style of management in general and leadership in particular in organizations. For this, the very concept of cultura l differences, its interpretation in the scientific literature and the interpretation of its influence on management and leadership are investigated, as well as the importance of understanding environmental culture and differences in this area is emphasized. Considerable attention in the article is devoted to the study of the Hofstede’s cultural dimensions theory and its research on the example of Ukraine and Poland, their comparison and considerations regarding further changes in the results. The given study is about the effectiveness of the democratic style of management and leadership. A need for greater collaboration and coordination between leaders across different geographic regions and business units is investigated. Based on these findings, in article developed a “2+1” Model for matrix organizations that outlines a comprehensive approach to adapting leadership models to fit cultural differences and enhance leadership effectiveness.