Research on cross‐cultural leadership and management in construction: a review and directions for future research

Abstract

A great volume of cross-cultural research has been undertaken during the past two decades. Although the interaction among participants and organizations from different cultures is one of the most complex issues evident on large construction projects, there is not much cross-cultural research in the context of the construction industry. An overview of cross-cultural research in the social sciences and management studies is presented and some of the recent conceptual and methodological advances are highlighted. Studies on crosscultural research in construction are then summarized. A number of conceptual and methodological issues are highlighted that deserve more attention in future research in construction. Among these is the need for a more interdisciplinary and interactionist perspective to unearth the complexity of cross-cultural issues. Research in construction should move beyond the conventional models to try more challenging approaches. This calls for the development of comprehensive research frameworks which can derive benefits from the methodologies being applied, and advances being made in cross-cultural research.

Cross-cultural Leadership Effectiveness: Perspectives from Non-Western Leaders

“…Results of this study regarding competencies critical to cross-cultural leadership effectiveness advance and are consistent with empirical research on the topic. These results suggest that despite cultural disparities, some leadership attributes and styles are universal (Ofori & Toor, 2009). On the other hand, despite personality characteristics found to be international dimensions of effective leadership determinants, their attributes were culturally different.…”

“…Sculling and Collings (2006) suggested, "Effective global managers see the need to manage cultural differences and develop skills necessary to participate in the global environment" (p.67). Others argued that global managers should have reflexive capabilities to interact with culturally diverse teams (Ofori & Toor, 2009). Researchers such as Alder (2006), Bond and Schermerhorn (1997), and Scullion and Collings (2006) suggested the need to prepare cross-cultural leaders for international assignments and global business matters, but lack of consensus regarding what makes a great global manager is a concern in the field (Forster, 2000;Scullion & Collings, 2006).…”

Organisational Culture, Job Satisfaction and Commitment of Lagos-based Construction Workers

“…Trust and reliability as a dimension of job satisfaction shows positive relationship with all of the dimensions of commitment at 0.01 and 0.05 levels of significant. 4 From the foregoing and Table 7, it can be seen that at least 90% of all the job satisfaction and commitment variables are positively correlated. Hence Ho 4 is rejected while an alternative Ho 4A is accepted meaning that there is a significant relationship between job satisfaction and employees" commitment variables.…”

Evaluation of Leadership Styles in the Construction Sector of UAE

“…Thus for the nation like UAE relating to its construction sector, the effectiveness of a foreign leader is uncertain. In this regard, transformational leadership is directly correlated with the local leaders (Ofori & Toor, 2009). …”

“…Controlling such aspects need a higher level of transformational leadership. Furthermore, as per the standpoints of Ofori & Toor (2009), UAE possess a complex social and cultural atmosphere. Any indiscipline in the construction process that may affect the social and cultural norms of the nation may lead to chaos.…”