The Influence of Cross-Cultural Leadership on Employee Engagement in Multinational Organizationss

Cross-cultural leadership was one of the factors impacting employee engagement in multinational organizations operating in various cultural, social, and professional contexts. The conceptual study considered the impact of leadership that accounts for cultural differences on the emotional commitment, motivation, involvement, and willingness of employees to promote the accomplishment of organizational goals. It intended to explore the relationship between cultural intelligence, inclusive communication, psychological safety, fairness perception, and belongingness as the key determinants intervening in the relationship between cross-cultural leadership and employee engagement. The research was based on the existing literature related to cross-cultural management, leadership effectiveness, organizational behavior, and employee engagement for the development of the conceptual framework. It proved that the leadership strategies demonstrating cultural intelligence, effective communication, acceptance of various opinions, and inclusion in decision-making contributed to building trust and a psychological bond between employees and their organizations. On the other hand, the significance of the practices of transparent communication, fair treatment of people, and consideration of cultural differences to prevent misunderstandings and promote collaboration was pointed out. The paper showed that the factors of psychological safety, perception of fairness, and organizational membership play an important role in the influence of cross-cultural leadership on engagement. Moreover, it was noted that multinational firms can benefit from the presence of culturally intelligent leaders, implementation of inclusive human resources strategy, and feedback systems. This paper can be defined as a conceptual one that does not provide any empirical findings but reviews the existing approaches to the issue.

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