"CROSS CULTURAL LEADERSHIP 1 EXECUTIVE SUMMARYThe UK based Glug PLC is a soft drink manufacturer and distributor. The target market iscurrently limited to European regions. The organization is planning totransform its business formexport businessmodel to global product suppliers in every continent. For this purpose, it isplanning to hire a team of 50 individual to support achievement of its long term goals. It has been planned the team member will work from their home country and work under thesupervision of a project manager. Before the appointment andhiring are finalized, the CEO aimsto analyze the situation to deal with people from diverse backgrounds.Thus the followingreport isprepared in context with cross cultural leadership theories, styles, skills and issues that influencethe relationship among the member and affect the achievement of targets. Thus an in depth explanation of theories basedon the research work of known authors arementioned to help understand the appropriate ways to deal with people and situations. It alsoexplains the required skills and abilities of the leader to ensure the effectiveness of teambuildingandachievement of goals.Furthermore recommendation on the choice of leadership styleis also explained supported by the various styles based on the theories developed. 2 TABLE OF CONTENTSINTRODUCTION .......................................................................................................................... 4TASK 1 FACTORS TO MANAGE CULTURALLY DIVERSE AND GEOGRAPHICALLYDISPERSED TEAM ....................................................................................................................... 4Hofstede fundamental dimensions .............................................................................................. 4Criticisms of Hofstede model ..................................................................................................... 7The globe studies from................................................................................................................ 810 globe cultural cluster .............................................................................................................. 9TASK 2 FACTORS CONSIDERED FOR SELECTION OF PROJECT MANAGER. ................ 9Global leadership behaviour ..................................................................................................... 10Issus faced by the project manager ........................................................................................... 11TASK 3 COMPARE AND CONTRAST THE APPROACHES AND STYLES OFLEADERSHIP .............................................................................................................................. 13CONCLUSION ............................................................................................................................. 15RECOMMENDATION ................................................................................................................ 16REFERENCES ............................................................................................................................... 2TABLE OF FIGURESFigure 1: Hofstede Model ............................................................................................................... 63 INTRODUCTIONThe concept of cross cultural leadership has gained attention with the necessity to takepart in the era of globalisation and liberalization. Businessorganisations cannot escape the needto work across cultures.The leaders need to be adaptive and open to organise and manage workwith people in different cultural settings. The significance lies here that how well leaderscancommunicate and understand the internationalbehind the expressions and words. In respectwith this, a report focusing on the management of culturally diverse and geographicallydispersedteam prepared below. It further aims to describe traits of global leadershipbehaviour andchallenges occurred in the team management.TASK 1 FACTORS TO MANAGE CULTURALLY DIVERSE ANDGEOGRAPHICALLY DISPERSED TEAMHofstede fundamental dimensionsGeert Hofstede conducted a study if 116,000 employees of IBM situated in 40 countries.The results revealed that are huge differences as well as similarities in the six dimensions thatunderlies the purpose of study (Jonsson,2015). ? Power distance – This dimension is related with the degree of equality and inequalityamong the people in society. A nation with high power distance indicates that acceptanceto prolong inequality between people. For example, societies following caste system donot allow womento take part in activities outside home (Schyns, Meindl and Croon,2007). Whereas nations with low power distance emphasized on freedom and equalbehavior among the people regardless of caste, color or income.4 "