Obiekwe Agnes-Mary Chinaza (York St John University, London Campus, UK)
ABSTRACT
This systematic literature review critically examines cultural agility as a determinant of success in global project management. The aim was to identify the core competencies that constitute cultural agility in project leaders and evaluate their influence on global project outcomes. The search strategy encompassed databases such as Scopus, Web of Science, and Google Scholar, alongside keywords related to cultural agility and global project leadership competencies. Inclusion criteria focused on peer-reviewed articles from the past decade, while exclusion criteria removed irrelevant or outdated sources. A total of 35 studies were analysed, revealing a consensus on key competencies such as cultural intelligence, effective communication, relationship building, and adaptability. The review highlights strengths in the current literature, including comprehensive models and empirical evidence linking cultural agility to project success. However, it also uncovers significant gaps, notably a lack of longitudinal and context-specific research examining the practical application of these competencies. The findings underscore the necessity for project leaders to develop cultural agility to navigate the complexities of global projects successfully. Implications for practice include the need for targeted training programs and integrating cultural agility into project management frameworks. Recommendations call for investment in continuous learning and mentorship programs, as well as further research into the practical application of cultural agility. Cultivating culturally agile leadership is not just beneficial but essential in the modern, globalized project environment.