Lost overseas? : The challenges facing Korean transformational leadership in a cross-cultural context

Purpose This conceptual paper aims to explore the leadership of Korean middle managers in a cross-cultural context. Design/methodology/approach This paper presents three propositions in relation to perceived charisma, individualized consideration and inspirational communication of Korean transformational leadership at home and overseas, especially in comparison with Anglo-Saxon countries such as North America and the UK. Findings Following the notion of implicit theory of leadership, this paper argues that the effectiveness of Korean leadership may depend on cultural dimensions such as collectivism/individualism and power distance. Research limitations/implications In this paper, the perspective of transformational leadership with its universal appeal to various cultures in examining the effectiveness of Korean leadership at home and overseas has been adapted. Practical implications This illustration of the Korean leadership in a cross-cultural context sheds light on the challenges facing the Korean management in global contexts. Originality/value Despite significant ongoing investment abroad by Korean conglomerates, relatively little has been written on Korean leadership in cross-cultural contexts. This paper could stimulate further studies in this area.