Qasim Javed (York St John University, London Campus, UK)
Abstract
In today’s globalized business environment, effective leadership in international
project management requires a deep understanding of cultural dynamics and the
ability to adapt leadership styles to diverse cultural contexts. This paper critically
examines cross-cultural leadership strategies within multinational project teams,
emphasizing the importance of cultural awareness, adaptability, and trust-building
throughout the project lifecycle. Drawing on established cultural frameworks such as
Hofstede’s dimensions, the study highlights the necessity for leaders to go beyond
generalized models and engage with the specific cultural nuances of their teams.
Through the case study of the Rolls-Royce Trent XWB Engine Development project,
this research explores the practical applications of cross-cultural leadership,
demonstrating how culturally responsive leadership can mitigate challenges and
enhance team collaboration. The findings underscore that effective leadership in
global projects is not one-size-fits-all but requires a tailored approach that considers
the unique cultural dynamics at play. This paper contributes to the field by identifying
gaps in current research and suggesting avenues for future studies, particularly in the
context of rapidly evolving technological tools and industry-specific leadership
challenges.