The current study examines the determinants of cross-cultural leadership adjustment (CLA) and explores any potential linkage with performance. CLA adaptions are observed using a sample of leaders from two cultural regions, the United Kingdom and Germanic-Europe, with expatriate experience at a British multinational enterprise (MNE) in seven different countries, including non-European nations. Using data from a single company in multiple regions helps to isolate the firm, industry and regional effects. We adopted mixed method approach to address the question on what mode of adjustment leads to better performance and the antecedents of CLA which leads to better work-performance. The results indicated that most expatriate leaders used the exploration mode of adjustment, under which both they and subordinates made substantial behavioral adaptations. This mode of adjustment addressing cultural differences had a positive impact on work-performance along with replication mode. Additional antecedents here, such as differences relating to hierarchy, decision-making and language/ communication, also impacted CLA.

中文翻译：

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跨文化领导力调整：英国跨国企业外派领导的战略分析

目前的研究考察了跨文化领导力调整 (CLA) 的决定因素，并探讨了与绩效的任何潜在联系。使用来自两个文化区域（英国和日耳曼 - 欧洲）的领导者样本观察 CLA 的适应情况，这些领导者在英国跨国企业 (MNE) 的外籍人士在七个不同国家/地区（包括非欧洲国家）工作过。使用来自多个地区的一家公司的数据有助于隔离公司、行业和地区的影响。我们采用混合方法来解决什么样的调整模式会导致更好的性能以及导致更好的工作绩效的 CLA 的前因的问题。结果表明，大多数外派领导采用探索式调整模式，在这种模式下，他们和下属都做出了实质性的行为适应。这种解决文化差异的调整模式与复制模式一起对工作绩效产生了积极影响。这里的其他前因，例如与层级、决策和语言/交流有关的差异，也影响了 CLA。