Leadership in action: an analysis of leadership behaviour in intercultural business meetings

Abstract

This paper problematizes the stereotypical view that leadership is culturally linked and underlines the significant role of subordinates in shaping leadership styles. Employing micro-analytic techniques, the study analyses meetings of two work teams in an international corporation. Findings reveal that although the team leaders are of the same national culture (Swedish), leadership is practiced in a very different manner and can be enacted in ways not adhering to their cultural norms. Moreover, leadership is collaboratively constructed by all participants. This paper highlights the importance of studying authentic leadership discourse and going beyond cultural stereotypes for future research into leadership practices.

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