LDI7005M Cross Cultural Leadership
LDI7005M Cross Cultural Leadership
Introduction
In the era of globalization, it has become normal across organizations to work in a cross culture environment (Romani, et al., 2018). People from different religions, ethnicity, and countries are working with each other. This has influenced to the development of cross culture working approaches. In the leadership, cross culture approaches also play an important role. The IT project management also involves the influence of leadership through cross culture activities. Here, the study aims to evaluate the cross cultural approaches of project management leadership in the IT project management. The study will perform a systematic literature review. The overall study will include an overview of the research methods adopted in the study. Along with this, the systematic literature review will be performed in the study based on the collected data under the systematic literature review approach.
Research methods
A well-known and crucial method for doing evidence-based secondary research is known as systematic literature reviews (SLR). SLR is important as it offers a full, comprehensive examination of the available research on a specific topic, employing a strict and organized methodology to find, select, and evaluate pertinent articles. In simpler words, SLR involves a systematic and justified approach for the identification and selection of articles within a pre mentioned protocol (Okoli, 2015). SLRs can assist in identifying patterns, discrepancies, and gaps in the current body of knowledge by synthesizing the data. They can also assist in informing decision-making by presenting policymakers, physicians, educators, and other stakeholders with the best evidence currently available on a given topic. SLRs can also aid in identifying research gaps by emphasizing regions in which additional study is required to increase knowledge in a given sector. By employing systematic techniques for study selection and evaluation, bias in the review process is reduced, leading to a more accurate and reliable summary of the evidence (Thomé, et al., 2016). SLRs also promote transparency by presenting a clear and open technique for performing a review, making it simpler for others to replicate the review or build on its results. In consideration to the topic, it can be said that the study is justified to perform by considering the systematic literature review. The systematic literature review ensures the selection of articles within the topic of cross culture and project management. Further, the SLR ensure that the study considers the protocol properly to select the articles specific to the topic. Another justification behind the consideration of systematic literature review in the study includes the avoidance biases (Xiao & Watson, 2019). The SLR ensure the search and selection are within the protocols, thus, the chance of biases in selection of articles are less.
The research has also considered a search strategy for the search of articles. The search strategy in the research includes use of keywords and databases. The keywords used in the research are cross culture, leadership, IT, project management. The keywords have been used with the consideration of research objectives and aim. Boolean operators like AND, OR has also been used for the purpose of identifying and selecting the articles. The databases used in the search are Sage, Science Direct, Google Scholar (Okoli, 2015). The databases have been used for the availability of articles and authenticity of the articles. Other than this, the study has considered certain include criteria which includes selection of articles published after 2017 for the selection of relevant articles. Another inclusion criteria includes selection of articles based on English language only. This is because the author is only capable of reading and writing in English.
In the process of systematic literature review, it is also important to perform the appraisal of the selected papers. It is important to conduct critical appraisal of the selected papers which can ensure the selection of proper articles with relevant information. In this research, this study will consider the CASP checklist for the critical appraisal of the papers. While the data analysis method to be adopted in the study will be based on the narrative data analysis. The narrative data analysis will be performed for simply narrating the information collected from the study.
Findings
The importance of cross-cultural project management leadership in the context of IT project management is rising as businesses operate in a multicultural and global setting. Simply, globalization has made significant impact on the approaches and operations of organizations in the context of cross culture. According to Abugre & Debrah (2019), the project managers needs to be aware about the cultural context and its impact on the business. With such understanding, the project managers are required to adopt leadership strategies. The leadership approaches of the project managers need to be based on cross cultural approaches. Under the leadership approaches values to other culture and communication are needed to be prioritized by the leaders or project managers. Along with this, the author also states that the project managers are required to be adaptable and flexible. In accordance with Iles & Zhang (2017), another strategy to consider for leadership is the adoption to a mixed method leadership style with the consideration of cross culture approach. In this regard, the author also states that participative leadership style can be effective for the project managers to work within particular cultural context. Understanding of the communication variations across culture is also important for the leadership and powerful communication techniques are needed to be adopted for the purpose. The communication techniques needs to consider the project related factors like proper use of verbal communication, non verbal signs and body language for working with different cultural context.
According to Leung, et al. (2019), project managers also need to be flexible, adaptive, culturally sensitive, and have a high level of cultural intelligence in order to successfully implement cross-cultural approaches to project management leadership in the context of IT project management. By utilizing the strategies, project managers can successfully lead cross-cultural teams, establishing trust, and complete IT projects on schedule in a multicultural and global context. Understanding cultural variations and how they could affect project success is also essential for cross-cultural project management leadership in the IT sector. The study of _, states that the IT project managers collaborate with teams that are dispersed across various geographic regions, cultures, and time zones in the globalized world. Project managers also needs to be attentive to cultural differences and cognizant of the cultural values, attitudes, and communication patterns of their team members. For project managers to be able to adjust their leadership style to the cultural environment of the project, cultural sensitivity is a crucial ability to master by the leaders or project managers (Romani, et al., 2018). Understanding how cultural norms for leadership, decision-making, and communication differ is part of the approach. For instance, certain cultures favor interactive leadership, others favor a more directive style. Similar to this, certain cultures could value direct communication more than others do.
Another crucial idea in cross-cultural project management leadership is cultural intelligence (CQ). CQ, which stands for cultural intelligence, has four components which are cognitive, physical, emotional, and behavioral. It describes one’s capacity to comprehend and accommodate cultural differences (Amaro & Duarte, 2017). Project managers that have a high level of CQ are better able to navigate cross-cultural differences, establish rapport and trust with team members, and reduce misunderstandings and disputes. Another essential element of cross-cultural project management leadership in the IT sector is effective communication. According to Anadol & Behery (2020), project managers needs to employ communication techniques that are specific to the project’s cultural environment. Establishing clear communication standards and using technologies that are appropriate and available to all team members are also crucial.
The leadership strategy for IT project management takes into account cross-cultural methods, which has both advantages and disadvantages. Diversity, inclusion, and a global viewpoint play a significant role in the good effects of cross-cultural project management practices. A sense of collaboration between the team members can be generated with the use of a cross-cultural approach. This is so that they may work together across differences in perspective, experience, and cultural background. People from various ethnic backgrounds, genders, and abilities coexist alongside one another. Incorporating creative and inventive individuals into a team that adds to the overall success of a project is beneficial for a business or project team. According to Denisova-Schmidt, et al. (2020), inclusion is a further advantage of cross-cultural leadership in project management. The team members used to provide value to the cultures and languages from various backgrounds in the cross-cultural working environment. It has an impact on the promotion of more inclusive workplaces where people respect and value one another. An inclusive workplace culture makes it simpler for the project team to resolve problems and prevent any kind of communication breakdown. Another benefit of cross-cultural project management leadership is the development of a positive global viewpoint. The use of cross-cultural techniques in organizational strategy can aid project managers in developing a better grasp of cultural norms, religious values, and expectations. Overall, it helps the project team communicate and make decisions in an effective manner. On the other side, the study of Keller (2018), also discovered certain shortcomings in the cross-cultural work practices. The strategy allows for the raising of concerns that could have a big impact on the project’s result. Miscommunication, stereotyping, and time consumption are the main drawbacks to take into account while using a cross-cultural approach in project management. A project management team’s cultural differences may cause misunderstandings and poor communication.
Discussion
As firms work in a multicultural and international environment, the significance of cross-cultural project management leadership in the context of IT project management is increasing. In the context of working under the international environment, the leaders are needed to adjust their leadership approaches as per the cultural context. The cultural context of organizations differs on the basis of operating location and culture. This is why the leaders needs to adopt an approach which is quite flexible and based on the context (Leung, et al., 2019). The sensitivity of leadership style towards the cultural beliefs, values and communication styles are also required to be considered for the purpose of adopting leadership. For example, project managers can combine a prescriptive leadership style with a participative leadership style, which is more common in certain cultures. Project managers also needs to be aware of how cultural differences impact communication and use effective communication strategies that are appropriate for the project’s cultural context. Speaking clearly and simply, refraining from slang or idioms, or bad language and being aware of nonverbal cues and body language that may be interpreted differently in different cultures are all part of the approaches that project managers needs to be considered. In order to successfully adopt cross-cultural approaches to project management leadership in the context of IT project management, project managers also need to be adaptable, flexible, culturally sensitive, and highly culturally intelligent. These techniques enable project managers to successfully manage cross-cultural teams, build rapport and trust, and deliver IT projects on time in a multicultural and international setting (Romani, et al., 2018). For cross-cultural project management leadership in the IT industry, it is crucial to comprehend cultural differences and how they may effect project success. In contemporary globalized world, IT project managers work with teams that are scattered across multiple geographic regions, cultures, and time zones.
Project managers also needs to be aware of cultural variations as well as their team members’ cultural values, attitudes, and communication styles. Cultural sensitivity is a critical skill for project managers to develop in order to be able to adapt their leadership style to the cultural setting of the project. Part of this is comprehending the variations in leadership, decision-making, and communication norms among cultures (Abugre & Debrah, 2019). For example, some cultures value more participative leadership, whereas others value a more directive approach. Similar to this, certain cultures could place a higher priority on direct communication than others. Cultural intelligence (CQ) is another essential concept in cross-cultural project management leadership. The four parts of CQ which stands for cultural sensitivity are cognitive, physical, emotional, and behavioral. It refers to a person’s aptitude to understand and accept cultural differences. High CQ project managers are more adept at navigating cross-cultural differences, building rapport and trust with team members, and minimizing misunderstandings and conflicts. Effective communication is a crucial component of cross-cultural project management leadership in the IT industry. The communication methods used by project managers must be tailored to the cultural milieu of the project (Keller, 2018). Speaking clearly and simply, refraining from slang or idioms, and being aware of nonverbal cues and body language that may be interpreted differently in different cultures are all part of this. It is also essential to establish clear communication standards and to use technology that are acceptable and accessible to all team members. Another strategy is to use a hybrid leadership style, which mixes many leadership concepts and methods to fit the cultural setting of the project. Project managers can, for instance, combine a participative leadership style which is more prevalent in some cultures with a prescriptive leadership style. Project managers must be aware of the effects that cultural differences have on communication and employ tactics that are effective in the cultural setting of the project.
A scenario of misunderstanding and miscommunication can be caused by a difference in perspective and manners. It can also cause friction within the project, which would ultimately have an effect on its success. It could impede the development of the project and have an impact on how well the project team members get along. Another significant adverse effect of cross-cultural project leadership is stereotyping. Stereotyping and cultural prejudice are quite likely in cross-cultural settings. This kind of problem may have an impact on team morale, which contributes to the problem of productivity (Denisova-Schmidt, et al., 2020). In order to achieve its goals, the project in a multicultural setting needs appropriate training that can address the problem of stereotyping. In addition to this, time consumption is another element that contributes to the unfavorable aspect of working with people from other cultures. Training requirements, language barriers, and cultural sensitivity issues can all contribute to time-related problems. According to Romani, et al. (2018), inclusion is a further advantage of cross-cultural leadership in project management. The team members used to provide value to the cultures and languages from various backgrounds in the cross-cultural working environment. It has an impact on the promotion of more inclusive workplaces where people respect and value one another. An inclusive workplace culture makes it simpler for the project team to resolve problems and prevent any kind of communication breakdown.
The consideration of cross culture approaches under the leadership strategy for IT project management includes both positive and negative implications. Diversity, inclusion and global perspective are considerably the factors which reflects on the positive aspects of the cross cultural approaches in project management (Keller, 2018). With the presence of cross culture approach, a sense of collaboration can be developed in between the team members. This is because the approach brings people from different cultural background, perspective and experiences to work together. Not only the different cultural background, but people with different gender, and abilities work together. It helps a company or project team to involve creative and innovative people in a team that contributes to the overall success of a project. While inclusion is another positive impact of cross culture leadership in project management as per the understanding of _. Under the cross culture working environment, the team members used to provide value to the cultures as well as languages from different background. It influences to the promotion of more inclusive workplace where respect and value exists between each other (Leung, et al., 2019). With the presence of inclusive work culture, it becomes easier for the project team solve issues and avoid any sort of communication gap. Development of a positive global perspective is also a positive aspect related with cross culture in the project management leadership. With the presence of cross cultural approaches in organizational strategy, the approaches can help the project managers better understanding cultural norms value of different religions, and expectations. Overall it contributes to the effective decision making and communication between the project team.
On the other hand, the study of Amaro & Duarte (2017), also identified certain drawbacks within the cross cultural approaches of work. Under the approach, issues can be raised which would have significant impact on the project outcome. The major negative aspects to consider under the presence of cross cultural approach in leadership of project management involve miscommunication, stereotyping and time consuming. The difference between culture in a project management team can lead to misunderstanding and miscommunication. The difference of perspective and etiquette can lead to create the situation of misunderstanding and miscommunication. It can further lead to raise conflict in project which would overall impact on the success of a project. It can hamper the growth of project as well as affecting the relationship between the project team members. Stereotyping is also a major negative impact associated with the cross culture in leadership of project. The chance of stereotyping and cultural biases is quite high in cross culture environment. This type of issue can affect on the on the team morale which leads to the issue of unproductivity (Iles & Zhang, 2017). For the purpose, the project under cross culture environment requires proper training which can help to solve the issue of stereotyping. Other than this, time consumption is also a factor that reflects on the negative aspect of working under cross culture. The need of training, translation and cultural sensitivity issue can lead to create the time consumption related issue.
Suggestions for future research
This research has been performed considering systematic literature review to understand the cross cultural approaches of project management leadership in IT projects. For the purpose, the study has selected the articles by considering the search strategy and protocols. To be specific, the articles have been selected by considering the criteria and search strategies. However, the research has future scope of using primary data to conduct the study. In future, primary data can be considered to collect information. It would allow in collection of data from the project managers through direct interaction. Interview can be considered as a significant approach for the collection of data. In the process, the project managers can directly be questioned about the culture, cross culture situation in the project. It would help in developing more realistic concept by using the practical information. Along with this, future research can also be done by making the topic specific. In simpler words, future research can consider a specific IT project or team to understand the influence of cross culture on their project. Consideration of particular project in future studies would also help in developing an in-depth understanding related with a research topic.
Conclusion
It is concluded that cross culture leadership is highly relevant in the contemporary era of business. Cross culture leadership has become important in the modern era as companies are operating in globalized environment. Not only businesses but projects are also influenced by globalization. Due to the reason, the presence of cross culture working environment has been increased. Cross culture approaches are undertaken in project management leadership of projects. It ensures the development of a working environment where collaboration also increased. Employees used to work within an environment where people from different background are present. Project managers must also understand how cultural variations affect communication and employ tactics that are effective in the context of the project’s culture. The ways that project managers need to take into consideration include speaking plainly and simply, refraining from slang or foul language, and being mindful of nonverbal signs and body language that may be read differently in different cultures. Project managers also need to be adaptable, flexible, culturally sensitive, and extremely culturally savvy in order to successfully embrace cross-cultural methods to project management leadership in the context of IT project management. These methods help project managers lead multicultural and international teams effectively, establish rapport and trust, and complete IT projects on schedule. Project managers must be aware of cultural differences as well as the beliefs, attitudes, and communication preferences of their team members. To be able to adjust their leadership style to the cultural context of the project, project managers must master the crucial talent of cultural sensitivity. Understanding the differences in leadership, decision-making, and communication standards among cultures is one aspect of this. For instance, some cultures appreciate leadership that is more collaborative, while others value leadership that is more directive. Similar to this, certain cultures could give direct communication more importance than others. Another crucial idea in cross-cultural project management leadership is cultural intelligence (CQ). CQ, which stands for cultural sensitivity, consists of four components which are cognitive, physical, emotional, and behavioral. It speaks to a person’s capacity for appreciating and comprehending cultural differences.
References
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