Learning from Intercultural Research

Abstract

This chapter explores the implications of the research for leadership, workplace communication, and intercultural pragmatics. The analyses throughout the book indicate a number of areas of potential miscommunication and unintentional offense in intercultural interaction. The chapter examines some of the sociopragmatic implications of these insights for those working in intercultural contexts, whether as researchers, as employers and employees, or as colleagues. The book has conclusions regarding intercultural and cross-cultural communication from three perspectives: first, in terms of developing exible methodologies; second, in relation to the specific ways in which leaders attended to different dimensions of leadership performance in different workplace contexts; and, third, in terms of what was learned from Pākehā employees working as minority group members in Māori communities of practice.