Defiance of One Size Fits All! Can Leaders Lead the Same across the Globe? A Comparative Study on Effective Leadership from a Cultural Perspective across the Globe: Implications of the GLOBE Study on Leadership on Selected Countries Worldwide

Abstract

The operations of Multinational enterprises across the globe, can be improved if the concerned institutions take a leaf from the highly and most popularised research works conceived and commissioned by Robert J. House of the Wharton School of the University of Pennsylvania in 1991. This work has been nomenclature:Project GLOBE-an acronym standing for Global Leadership and Organisational Behaviour Effectiveness This paper dedicates itself to leadership practices, emphatically from a cultural perspective across the globe. The sample of countries studied include a spectrum of chosen countries so referred to as societies by the study-and the key countries for reference are: China, United Arab Emirate(Dubai), Germany, United States, Russia, Zimbabwe, South Africa, Bolivia, Saudi Arabia, United Kingdom, Brazil and Japan. In this paper, these listed societies represent countries in which the MNEs are operating from, implying therefore that focus on implications of GLOBE Study is hinged on in accordance with this research. The study's major finding is that leadership across globe is culturally inclined and cannot be universally applied; instead it has to be culturally contextualised. The major recommendation is that leadership across the globe must be applied selectively using a selective model approach. This paper strongly encourages that, that leaders operating across the Globe draw important insights, lessons and issues emanating from the said study in order for them to adopt and adapt their operations accordingly.