Modes of cross-cultural leadership adjustment: adapting leadership to meet local conditions and/or changing followers to match personal requirements?
研究外派高管在泰国如何调整领导方式，发现多数人既调整自身又试图改变当地员工，且角色要求、员工特征、等级制度和领导者感知影响调整模式。
In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nigel Nicholson’s theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees – thus demonstrating the adoption of an exploration mode of adjustment – and that role requirements, Thai employee characteristics, the local hierarchy system and the expatriate leaders’ perceptions all influence the latter’s modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.