Effective communication supports the effectiveness of leaders. Chen et al. (2011)
postulated that it is necessary for leaders of multinational organizations to facilitate effective communication across cultural boundaries aimed at creating synergistic
relationships and minimizing conflicts. Ayman and Korabik (2010) argued that cultural
orientation affected group cohesiveness and interpersonal relationships, and it required
effective leadership to make the integrations of businesses and cultures successful. When
the culture of a country is known, best suited business leaders can be selected and
approproiately placed; these leaders may then develop business leadership styles
condusive to the culture (Reilly, 2009). Deng and Gibson (2009) found that effective
cross-cultural leaders were culturally aware, were motivated to adapt to different cultures,
and could communicate well across cultures. Likewise, Ng, Van Dyne, and Ang (2009)
found that cultural intelligence would improve global leaders’ effectiveness and increase
their flexibility to manage cultural differences. Therefore, organizations’ interest in
developing global business leaders have increased due to the importance attributed to
developing effective global leadership (Caligiuri & Tarique, 2009). However, more
research is needed on the topic of cross-cultural leadership to formulate a more practical
generalized perspective (Raskovic & Krzisnik, 2010).