<p>U.S. companies continue to grow and expand overseas. They also outsource business processes. There were approximately 350,000 call center employees in India in 2009 (Lundby, Parthasarthy, & Kowske, 2009) and another 350,000 in the Philippines by 2010 (Manila Bulletin Publishing Corporation, 2010). The success of employees who are not U.S. citizens, yet work for American companies, has become critical. These individuals are, many times, hired by and work for organizations located in the U.S. yet are native to, stationed in, and supervise operations in countries around the world. The leadership and cross-cultural acumen of individuals in these positions can be critical to their success or failure as employees of American organizations as well as to their ability to successfully lead members within their own organizations to achieve successful results. </p><p> This research project was conducted by a third party to preclude any bias as the researcher is also the owner of the organization under study. The research examined leadership behaviors as well as cross-cultural sensitivities of individuals in these positions in order to ascertain whether there were differences between these self-reported attributes and the results generated by particular organizational units. Qualitatively, the researcher interviewed senior executives at a number of firms (not associated with his own organization) with respect to leadership and cross-cultural sensitivities of mid-level managers to ascertain if, from the perspective of these senior executives, common threads could be identified that would lead to a greater understanding of the issues of leadership and cross-cultural sensitivities in these mid-level positions as well as efforts that could impact organizational results. </p><p> The resulting data indicated that there was not a significant statistical relationship between any of the leadership acumens or cultural identifiers and managerial performance. In the qualitative data, senior leaders overwhelmingly indicated that Focused Drive, Trusted Influence, and Conceptual Thinking were defining leadership behaviors between higher and lower performers. </p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:3561928 |
| Date | 19 June 2013 |
| Creators | Briggs, Rickard |
| Publisher | Mountain State University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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