Transformational team‐building across cultural boundaries : A case focusing on the key paradigm of leadership styles

Purpose – In a world‐wide environment strongly influenced by the issues and perspectives of globalization, internationally‐based business firms must be focused on transformational leadership team‐building across the cultural boundaries with which they are involved. The purpose of this paper is to juxtapose the leadership dimensions and national culture dimensions, and particularly to explore one aspect of that transformational leadership team‐building process, the application of the key paradigm of leadership style balance and support within the parameters of an operational team. Design/methodology/approach – Based on a literature review the paper identifies four basic leadership styles, the strengths and weaknesses of each of the styles are identified, communication preferences are discussed, primary back‐up styles that come into focus due to high levels of stress are analyzed, and the all‐important skill of style flex is described. These dimensions will be examined in association with the case of UnitedTel Ltd (a pseudonym), and also include observations relating to the authors' experiences in several other arenas that have been encountered in management and consulting activities. Findings – Two interactive dimensions at the heart of a leader's behavior – assertiveness and responsiveness – are foundations of that person's leadership style. The basic interactive dimensions of assertiveness and responsiveness thereby form the two axes of the framework of the leadership styles paradigm and the four primary quadrants, which represent the four leadership styles – analyzer, director, creator, and connector. Research limitations/implications – The paradigm of leadership styles can be a valuable tool for the further research, and understanding of, the process of transformational teambuilding across cultural boundaries. Practical implications – Importantly, it is not enough just to understand one's leadership style or the style of others in a leadership team; one must also exercise style flex that can enable the parties to function in a mutually‐beneficial situation congruent with the needs of the individuals and the organization. Originality/value – The leadership styles paradigm can be a very important reference point in the process of transformational teambuilding across cultural boundaries. An interesting view and contribution of the paper are the way that the leadership styles and cultural dimensions can be linked.