transformational leadership and cross cultural communication

8/3/2019 Transformational Leadership and Cross Cultural Communication

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SHP 3393

CROSS CULTURAL MANAGEMENT

Topic: Effective Transformational Leadership across Cultures: The Role of Cross

Cultural Communication Competence

LECTURER:

ASSOC. PROF DR ROZEYTA OMAR

DATE: March 2011

GROUP MEMBERS :

Ananya Raka Chakraborty AH073041

Liu Shao Long AH0

Nurzatul Izzaty Bt Kamal Bakri AH080136 89022304 - 5060

Sakinah Binti Zakaria AH0801 89061813 - 5706

Tay Ke Yin AH080163 88122508 - 5432

Semester 2/2011


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TABLE OF CONTENTS

Pages

1.0Introduction 3 - 42.0Transformational Leadership 5 - 83.0Cross Cultural Communication Competence 9 - 124.0Case Study 13 - 18

4.1China4.2Dr. Martin Luther King Jr.4.3Japanese Vs. United States4.4United States in Mexico

5.0Conclusion 196.0References 20


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1.0IntroductionCertainly, we are trying to preserve all of that culture, and get the advantages of being a

large company with a broad product line, with stability, worldwide presence, great

support, and yet have the advantages that a small software company has. (Bill G ates,American Entrepreneur and Founder of Microsoft Co.)

This group assignment is about to discover the importance of having a cross

cultural communication competence to be an effective transformational leadership

across cultures. Globalization does bring a huge impact in making cross cultural

communication happens in organization. Being in the 21st

century makes leaders to be

aware of the need to have new leadership competencies and one of them is cultural

intelligence.

As companies are expanding to other countries and nations, the companies are in

an increasing demand for new leadership competencies and behaviours in order to cope

effectively with global conditions. Managers with high culture intelligence can

communicate well with subordinates or other people from different cultures. Therefore,

an organizational change is a must in order to have successful leaders of cultures in

organization. You must be the change you wish to see in the world, said Mahatma

Gandhi (1869-1948), Preeminent leader of Indian Nationalism. So, taking from the

quote, the leaders should change by not only having emotional intelligence and

intellectual intelligence; leaders too are vital to have cultural intelligence.

Globalization means the organizations have increased in workforce diversity and

the social environments. The marketplace has been joined by many nations which have

different operating systems. A good culturally intelligent leader will be aware of the

systems be it in negotiations or pattern of thinking or ways of communicating. As the

world is constantly changing, leaders should never stop learning; especially regarding

culture.

Cultural differences can be a problem for organizations which vary on the way

people communicate, negotiate, make decisions, and team work. It is a big mistake for
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any organizations that put aside cultural- related challenges because to sustain the

organizations competitiveness, cultural differences should be managed well. Therefore,

every organization must train their leaders in cross cultural competence especially in

communication to succeed globally because the larger the organization, the more

vulnerable it is to the breakdown of communication.

Culture is developed, transformed and transmitted through the conscious and

unconscious activities of every member in the organization. It is however, the leader's

driving force and ability to facilitate preferred mind-sets as well as preserve, create, and

transmit the essence of existing culture as he leads his subordinates to new challenges.

Culture and leadership augment each other in bringing excellence to the enterprise.

(Schein,1997).

According to Schein, (1997), there is a relationship between leadership and

organizational culture. It is really vital to learn and understand culture that is evolving

with globalization. Therefore, it is emphasized that leaders should have culture

intelligence whether in the scope of ethnic, racial, and national cultures. Moreover, the

diversity of workplace is the more reason for leaders to learn culture. Organization

should enhance their training programs by including culture as one of the topics in the

program designed for the leaders and subordinate alike.

This assignment will explain about transformational leadership and the

difference between transformational leadership and transactional leadership. Next, cross

cultural communication will be explained thoroughly and three Hofstedes cultural

dimensions. Afterwards, to make things clear, four case studies is provided which justify

about the difference of leadership in Mexico and China, Japanese and United States and

Dr. Martin Luther King Jr. as an example of a transformational leader. This assignment

attempts to summarize transformational leadership in having communication

competence cross culturally.


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2.0 Transformational Leadership

Before viewing the relationship between transformational leadership and culture,

let us look further into details about transformational leadership. A comparison between

transformational and transactional is discussed for a clearer picture of what

transformational leadership is all about. Transactional and transformational is another

interesting issues uprising in business world regarding leadership. As you will see,

because of transformational leaders are also charismatic, there is some overlap between

this topic and the preceding discussion on charismatic traits.

But first, let us look on the transactional leadership. Most leadership models

address transactional leaders. These leaders guide or motivate their employees in the

direction of established goals by clarifying role and task requirements. It seems that

leader is doing everything for subordinates. In basic assumptions, people are motivated

by reward and punishment. Social systems work best with a clear chain of command.

When people have agreed to do a job, a part of the deal is that they give up all authority

to their manager. The prime purpose of a subordinate is to do what their manager tells

them to do.

The transactional leader works through creating clear structures whereby it is

clear what is required of their subordinates, and the rewards that they get for following

orders. Punishments are not always mentioned, but they are also well-understood and

formal systems of discipline are usually in place. The early stage of transactional

leadership is in negotiating the contract whereby the subordinate is given a salary and

other benefits, and the company gets authority over the subordinate.

When the transactional leader allocates work to a subordinate, they are

considered to be fully responsible for it, whether or not they have the resources or

capability to carry it out. When things go wrong, then the subordinate is considered to be

personally at fault, and is punished for their failure. The transactional leader often uses

management by exception, working on the principle that if something is operating to


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define and expect performance then it does not need attention. Exceptions to expectation

require praise and reward for exceeding expectation, while some kind of corrective

action is applied for performance below expectation.

Another type of leader inspires followers to transcend their own self interests for

the good of the organization, which is called transformational leaders. They pay

attention to the concerns and development needs of employees. People will follow a

person who inspires them. A person with vision and passion can achieve great things.

The way to get things done is by injecting enthusiasm and energy. This is the basic

assumptions under transformational leadership.

Diagram 1: Differences between Transactional and Transformational Leadership


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Both of these terms are different in many ways. Above is a diagram that shows a

general picture about the differences between both terms. Red side of the diagram

explained about transformational leadership and green side is about transactional

leadership. Their catalysts for change is the same, only differ in the way they do it.

Transactional leadership is based upon a trade of value and upon authority relationships.

The leader has something of value or benefits for subordinates, such as salary, or

promotion, which is given to the employee in exchange for performance of certain

services. The flip side of the exchange of value in transactional leadership is the

implication that failure to deliver value can result in negative consequences such as

reduction in salary or dismissal. I am the boss, and I tell you what to do. You do it, and I

reward you. Fail to do it, and suffer the consequences. It is a zero-sum game. This is the

simplest term that can be used to describe transactional leadership.

On the other hand, transformational leadership is based upon the unrestricted

acceptance of workers as individuals. The transformational leader creates a bond with

his followers. The leader encourages them to take ownership of their work environment

and create their own value. As contrasting to transactional leadership, which is

authoritative, transformational leadership allows followers to have input into the

decisions that affect their lives. Transactional leaders work within the organizational

culture, ensuring enforcement of the organizational rules and behavioural norms. In the

meanwhile, transformational leaders change the organizational culture and inspire

everyone within the organization to continually grow and develop.

Working for a transformational leader can be a wonderful and uplifting

experience. They put passion and energy into everything. They care about employees

and want them to succeed. This is what currently happening in University Technology

Malaysia, Skudai (UTM). The Vice Chancellor of UTM, Professor Datuk Dr. Zaini

Ujang has a vision in him, to transform UTM into World Class University. UTM has

become a research university as appointed by our prime minister, Y.A.B. Dato' Sri

Mohd Najib Tun Razak recently. The Vice Chancellor of UTM changed the traditional


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autocratic leadership applied in UTM and changed it into transformational leadership,

where it is a good start for UTM as a stepping stone towards success.

Transformational leadership starts with the development of a vision, a view of

the future that will excite and convert potential followers, where I have provide an

example of UTM Vice Chancellor earlier. This vision may be developed by the leader,

by the senior team or may emerge from a broad series of discussions.

The next step, which in fact never stops, is to constantly sell the vision. This

takes energy and commitment, as few people will immediately buy into an essential

vision, and some will join the show much slower than others. The transformational

leader thus takes every opportunity and will use whatever works to convince others to

climb on board the bandwagon.

In order to create followers, the transformational leader has to be very careful in

creating trust, and their personal integrity is a critical part of the package that they are

selling. In effect, they are selling themselves as well as the vision. In parallel with the

selling activity is seeking the way forward. Some transformational leaders know the

way, and simply want others to follow them. Others do not have a prepared strategy, but

will happily lead the exploration of possible routes to the vision.

The final stage is to remain up-front and central during the action.

Transformational leaders are always visible and will stand up to be counted rather than

hide behind their troops. They show it by their attitudes and actions how everyone else

should behave. They also make continued efforts to motivate and rally their followers,

constantly doing the rounds, and listening. Overall, they balance their attention between

action that creates progress and the mental state of their followers. Perhaps more than

other approaches, they are people-oriented and believe that success comes first and last

through deep and sustained commitment.


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2.0Cross Cultural Communication CompetenceThere are many cultures around the world with many different forms, rules,

values, and beliefs. Communication is important in workplaces for it has shaped the

culture and has also been influenced by culture through interaction of people from

different ethnic background. When cultural norms are integrated well and promote

people respect among themselves and their involvement, then communication will be

very efficient and continued participation will be achieved at both sending and receiving

ends. There are four categories of cross-cultural communication competence; which are

knowledge, motivation, and skills, and non-verbal expressions.

First is knowledge that refers to those who should understand the purpose of

cultural communication object, context and people's demands for decent behaviour and

other information. The correct interpretation of knowledge is communicative language

of communication objects and non-verbal communication; are the basis of information.

Lack of cross-cultural communication knowledge, a person would not be able to

determine their own communicative behaviour in a particular context for the purpose of

cultural propriety and effectiveness.

Cross-cultural knowledge includes the broad cultural knowledge (relating tonational cultural knowledge) and narrow cultural knowledge (relating to a particular

culture, knowledge) for example, in understanding the national cultures, there are

different cultural patterns and rules of engagement that can help the organisations to be

aware of the importance of cultural differences to enhance the sensitivity of cross-

cultural phenomenon. By understanding the cultural patterns of interpersonal

communication, it can help those who understand the impact of cross-cultural

communication in the context of communicative behaviour of an object orientation.

Cross-cultural communication competence also needs to have a particular culture,

knowledge and common sense, such as: the culture is different from the characteristics

of other cultures, as well as its mainstream cultural patterns and strengths and so on.
http://eng.hi138.com/?k=Culturehttp://eng.hi138.com/?k=Culture


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Specific cross-cultural communication objectives and requirements of those who

master the specific context of communication of knowledge, such as: cross-cultural

business communication and communication are required to master the purpose of

business activities related to culture, knowledge, study abroad and learning to master

and living related cultural knowledge and so on. There is a framework for cross-cultural

engagement (see Figure 1) diagrammatically illustrates the process involved in cross-

cultural engagement.

Secondly is motivation which refers to cross-cultural communication activities

and the emotional associations. Different factors influence the emotional effect of cross-

cultural communication such as human emotions, including feelings and intentions.

People are always confused between emotions and thoughts, and feelings are not

ideological, but rather people's ideas and experience emotional and psychological

reflection. Happiness, anxiety, sadness, madness, nervousness are some of the examples

of emotional experiences felt by people cross culturally. Some people are not used to

things that are not familiar with other cultures unfamiliar scenery, sound, taste so that

they retreat. The organization need to increase the motivation of the workers who work

in different countries to experience strange things help to improve cross-cultural

communication competence.

People from different cultural backgrounds tend to hold a certain trend of view;

such a view can help in reducing the communication range of options to take response

measures. If before the occurrence of communication, a person holds a negative view of

other culture, and then in communication, this negative view of the object will affect the

cross cultural communication. Likewise, if the communication intent or purpose is

positive, communication between the parties from different countries will be more

effective.

In the cross-cultural communication skills are manifested in decent, effective

communication behaviour. This is the third must-have competence in cross cultural

communication. Communication is only required to master the necessary knowledge and

cross-cultural communication, holding a positive communicative motivation is not


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enough to complete the cross-cultural communication task, the person must be able to

use certain behaviour techniques such as empathy, human warmth, charisma, and the

ability to manage anxiety and uncertainty. It is like a person who wants to swim, he will

read many books on how to swim and master the knowledge of swimming skills, he has

a strong motivation to swim, but he still could not swim, because he has not mastered

the skills of swimming.

Non-verbal expression is an important mental activity. Communicators should

pay attention to each other's culture, body language, time, language, colour, spatial

language, and other non-verbal symbols-assisted language tone. Therefore, before

leaving the country one should deliberately do some special exercises to improve the use

of non-verbal symbol systems. For example, if you are ready to go to Japan, you should

bow to his family and friends. This can be done through learning Japanese culture first.

In addition, the taste is also a very important non-verbal symbols, before leaving the

country, one should understand the purpose of culture on the taste preferences and daily

habits, some countries, such as: the United States, like to use perfume or other cosmetics

to cover up the body's natural taste, and in many countries people are not used to

wearing perfume.

Apart from the cross-cultural communication competence, one should learn

about Hofstedes culture dimensions to leadership. First is the power distance which is

defined as the extent to which a society accepts the fact that power in institutions and

organizations is distributed unequally. It has a high impact on the management policies

such as in group efficacy and team performance, for example, in low power distance

cultures, group members efficacy were equally related to collective efficacy. Power

distance in society is also directly related to leadership. For example, subordinates in

high power distance societies are more reluctant to challenge their supervisors and more

fearful in expressing disagreement with their managers. Managers from low power

distance countries tended to use more communication behaviors and were perceived as

more approachable than managers from higher power distance countries.


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Uncertainty avoidance (UA) is another dimension identified by Hofstede. UA

refers to the degree to which members in a society feel uncomfortable with ambiguous

and uncertain situations, and take steps to avoid them.This has several implications for

societies. It is found that uncertainty-accepting societies are more innovative than

uncertainty avoiding societies. Furthermore managers from high uncertainty avoidance

countries, tended to be more controlling, less delegating and less approachable compared

to those from low uncertainty avoidance countries.

Individualism and Collectivism (IC) were found to vary across cultures.

Individualism is people taking care of themselves and looks after their own interests and

those of their close family only which is different from people having collectivism

culture. Group efficacy and group performance were positively related when

collectivism was high for instance, being autonomous, unique, and independent are

found to contribute to outstanding leadership in some, but to be undesirable in other

cultures. Meanwhile, collectivists tend to have a stronger attachment to their

organizations and tend to be more willing to subordinate their individual goals to group

goals. Thus, learning these three dimensions which are power distance, uncertainty

avoidance and individualism and collectivism is really important in understanding what

leadership behaviors, styles, and traits will be useful in various kinds of cultural setting.


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3.0The Communication Competence Frame in Transformational LeadershipA case study was conducted in China to find out how to enhance effective

interaction between foreign managers and their Chinese employees. The case study was

about cross cultural leadership where it was focused mainly on goal interdependence and

leader-member relations in foreign ventures in China. As by UNCTAD (2002) it is

found that China has become the largest receiver of foreign direct investment (FDI)

during the first years of the 21st century. Since it is not much costly in China and easier

to participate in global market many companies are developing subsidiaries and joint

ventures in China. To make these organizations effective, multi-national managers must

successfully lead local employees who are Chinese. According to Mason and Spice

(1987) managers culture strongly influences his/her behaviour. It can be difficult to

develop an effective relationship between managers and employees especially if they

have diverse culture. According to Adler (2002), an action that appears very reasonable

to the manager can appear bias, illogical, and unfair when viewed from the perspective

of an employee from another culture.

Theory of Leader-Member Exchange

In this case study three theories was used to define effective leadership among

cross cultural communication between managers and employees. The first theory is

theory of leader-member exchange. This theory proposes that the quality of the

relationship between a leader and individual employees determines leader effectiveness

(Graen and Uhl-Bien, 1995). Garen and his colleagues suggested that leaders tend to

develop and maintain LMXs with their subordinates that vary in quality, ranging from

in-group to out-group. Wakabayashi et al(1988) argued that recently hired Japanese

employees who have developed high quality LMX with their immediate supervisors

were positioned as in-group member that made them central to the management system.

In contrast those who fail to develop high quality LMX were positioned as out-group

members and outside the core of the management system. These studies suggested that

LMX theory is both useful in western and eastern contexts.


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Cross-Cultural Leadership

Another theory which is about cross-cultural leadership highlighted that the

human resource implications of cultural differences, researchers have argued that the

most common cross cultural management challenge is to facilitate how culturally diverse

people work together. (Adler, 1983; Adler et al., 1986). Effective management of

culturally diverse labor forces and maintaining good relationship very much contribute

to the success of joint venture. Following the seminal work of Hofstede (1980, 1991),

researchers have argued that individualism and collectivism values distinguish society.

According to Chatman and Flynn (2001), individualism is social pattern that individuals

view themselves as independent and motivated by their own preferences, needs, rights

and contacts. On the other hand, collectivism is a social pattern in which individuals

regard themselves as belonging to one or more collectives and motivated by norms,

duties and obligations that are imposed by collectives. When people from collectivist

and individualistic work together, they are likely to experience misunderstanding and

frustration. The reason is they have different logical reasoning and preferences for how

they should discuss issues. Now, the employees in China are more into collectivist

society whereas the managers from western part are from the society which follows

individualism. There might be fewer difficulties between Chinese employees and Asian

managers comparing to Chinese employees and western managers.

Theory of Cooperation and Completion

The last theory which is theory of cooperation and completion suggests the ways

to enhance interaction between foreign managers and their Chinese employees. It

proposes that this theory suggests major conditions that affect whether foreign managers

and local employees develop quality LMX relationship. In cooperation, goals are

considered positively related. People pursue a common vision and shared rewards, so

that the success of one helps other succeed. According to Deutsch (1989), in belief that

their goals are compatible, people discuss their opposing position open mindedly and try

to integrate their ideas, and work for a mutually acceptable solution, that in turn results

in high quality solutions to problems and productive work. In competition, goals are


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believed to be negatively related. People pursue win lose rewards, believing others goal

attainment interferes with their success. Studies have specifically have documented that

managers with considerable ability to assist employees do so especially when they had

cooperative goals (Liu et al., 2004). Managers with cooperative goals provided support

and assistance and developed trusting and friendly attitude. Overall, this study tests the

role of cooperative goals on LMX relationships between foreign managers and Chinese

employees. Cooperative goals between Chinese employees and American managers are

expected to strengthen their LMX relationship and contribute to leader effectiveness,

employee commitment to the organization and future collaboration. Competitive and

independent goals are expected to weaken their LMX relationship.

Dr. Martin Luther King Jr.

There was another interesting case study conducted based on transformational

leadership. The purpose of this paper is to explore the leadership of Dr Martin Luther

King Jr. in relation to four characteristics of transformational leadership. The research

finds that Dr King personified the four characteristics of transformational leadership. It

also illustrates King's leadership legacy through modern works on leadership. The

analysis presented assists our understanding of the qualities of and the way we think

about, transformational leaders. It emphasizes the importance of building follower

confidence; challenging taken-for-granted assumptions; developing follower needs and

upholding high moral values.

The development of close relationships between transformational leaders and

followers is critical to bringing about successful change. By demonstrating trust through

understanding the struggles, needs and capabilities of followers, transformational leaders

show that they care and value their followers maintains that social similarity between

leader and follower can form the basis for a relationship based upon trust, while Shamir

et al. (1993) maintains that transformational leaders often point to similarities in

background and experience in order to demonstrate belonging to the same collective and

to portray themselves as a representative character or role model to that community.

In figure 1, here is the transformational leadership process used in the case study to

compare with Dr. Martin Luther King Jr.s leadership style.


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Dr Martin Luther King was a great leader is without question. The more

outstanding issue revolves around the qualities that King possessed that made him a

transformational leader. Such a characterization ascribes a set of personal traits to King:

that he inspired followers, built confidence, and empowered them to face difficult

challenges; that he encouraged divergent thinking and innovative strategies and

solutions; that he catered for the developmental needs of his followers and that he had a

high moral standing and engendered trust and loyalty amongst followers.

As a transformational leader, King not only inspired legions of followers with his

powerful rhetoric, but challenged the status quo and proposed a vision of a better, more

inclusive, tolerant future for all citizens. With the framing his vision of a beloved

community in the social values and experiences of the people, King provided both hope

and meaning to his followers. The importance of inspiring followers and carefully

framing messages is clearly understood by modern business leaders. They understand

that the message must inspire followers and the delivery of the message must be

inspirational.

Japanese versus United States

Besides verbal communication and language, there are many communication

factors that contribute to the successful of cross cultural business such as the countrys

core value, beliefs and religions that shaped how the people of the country behave, act

and think. It is vital to emphasize on their culture before foreign investors can come to

business and management because every country has their own culture in conducting

their business. The most noticeable culture in managing business is the way Japanese do

their work. The workers there make decision cooperatively and they want to be

rewarded as a group. It is contradicted to the United States culture which encourage

individual to do decision making, everyone is given equal chance to improve themselves

and be rewarded. Thus, when a manager from United States transferred to Japan, he

needs to learn Japans culture to adapt with their organizational behavior. It is also

applied to Japanese if they want to work in the United States, they need to be low

uncertainty avoidance and able to work independently. The different cultures between

America and Japan have affected their way of communication, for an American


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businessman who deals with Japanese, they must understand when the Japanese close

their eyes during the American presenting his marketing strategy, and it shows that the

Japanese is digesting the information delivered by the American. If they do not know the

culture of the Japanese, they may feel it is rude to not have eye contact while having

conversation.

To be an effective transformational leader across the globe, there are several

aspects that should be emphasized. According to Howell et al (2003), in order to be

comfortable, confident, and be attracted to one another while communicate with, the

leader should own some of the similarity in demographic such as age, race, gender and

regional origin. By having demographic similarity, it would help the employees to feel

the connection and more comfortable to make conversation. Thus, before posting a

manager across the country, the organization should determine the demographic and

background of the employee. For example, if Americans company wants to put an

American manager at their branch in Japan, they should emphasize on the age of their

subordinates, as they are prone to age and seniority. The senior the manager, the more

respect they put to the manager but if the manager is younger than them, they will feel

demotivated and respect the manager less. Thus, some company even provides a class

for their employee to learn about the culture of the country that he will be served to

facilitate the manager to adapt with the culture and avoid misunderstanding.

Leadership Style in Mexico

Nowadays, we can see the transformational leadership style has become global.

In example, in Mexico the leadership style is autocratic; the leaders behaviour in

supervising their subordinates is directive to increase job performance, organizational

loyalty and decreased ambiguity. Furthermore, decision making is centralized which

only employer make the decision and if the leader asking for their subordinates opinion

in decision making, it is seen that the employer is weak. But few years back, as the

number of maquiladoras is raising across the country the leaders become more

supportive and their leadership style resemble transformational leadership. Maquiladora

is factory run by the United States company in Mexico to take the perks of cheap labour

and lax regulations. The increasing number of Americans company in their country may


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result cultural change in the way they do their job because when the Americans

company open their branch in Mexico, they also brought values and cultures from the

originated company in the United States to serve as template in running the business

there. These include the transformational leadership style which encourage two ways

communication and participating of the subordinates in decision making which is oppose

to the prior leadership.


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4.0ConclusionGlobalisation has given a huge impact on leadership across culture as worldwide

webs of communication, trade and travel and the international transfer of technology

contribute to the convergence of requirements and role models for leadership. Culture

changes and become more alike as less developed cultures change as a consequence of

the diffusion of ideas and practices from more developed cultures. This is also due to the

fact that English has been one the worlds language of business and nowadays, many

master of business administration program from English speaking countries has gone

global.

Thus, in order to interact effectively with diverse followers in given situations,

whether they be task or relationship activities, effective global leaders require emotional

intelligence and intellectual intelligence; leaders too are vital to have cultural

intelligence. Cultural Intelligence, can affect leaders communication effectiveness,

strategic planning, decision-making, negotiation, conflict resolution, team building and

information sharing, while working with diverse cultural groups and in new global

settings. Therefore, to be a competitive player in the global scene, incorporating

emotional intelligence and intellectual intelligence and cultural intelligence

competencies is a necessity.

Hence as we discuss about communication, language is not the only barrier in

managing globalization. There are many factors that hinder effective communication

that need to be clarified and clear in order to gain mutual harmony when dealing with

the other party that originated from different countries. Iceberg Culture Model can best

describe this situation, the visible tip of an iceberg in the ocean can be seen as language,

but under the ocean there is the big part of iceberg which is the cannot be seen from the

above that contribute to the language. To be an effective leader across the cultures, the

managers need to spend their time and actively participate in the culture so that they can

learn the internal part. By understand the inner part of the culture, the leaders will get to

know the behaviour of the people, therefore the leaders can lead, communicate and

understand their employees better.


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References

1 Hu Wenzhong. Culture and Communication [M]. Outside the Teaching and

Research Press, 1994.

2 Hu Wenzhong. High a rainbow. Foreign Language Teaching and Culture [M].

Hunan Education Press, 1997.

3 Gao a rainbow. Linguistic and cultural differences in understanding and beyond the

[M]. Beijing: Foreign Language Teaching and Research Press, 2000.

4 Lee Yoon-new. On the second language teaching and culture teaching second [A].

Culture and Communication [C]. Beijing: Foreign Language Teaching and Research

Press, 1994.

5 Lawrence, Jill (2007) Two models for facilitating cross-cultural communication

and engagement. The International Journal of Diversity in Organisations,

Communities & Nations

References:

1. China case studie write the reference za!!! hehehe

2. David McGuire and Kate Hutchings (1980), Portrait of a transformational leader: the legacy

of Dr Martin Luther King Jr.
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transformational leadership and cross cultural communication

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