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Overcoming challenges in leadership roles – managing large projects with multi or cross culture teams

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Purpose Managing the triple constraints of time, cost and scope of the work, to ensure the quality desired by the stake holders, is a daunting task for any project manager.… Click to show full abstract

Purpose Managing the triple constraints of time, cost and scope of the work, to ensure the quality desired by the stake holders, is a daunting task for any project manager. When the teams involved are for accomplishing large-scale projects, spread over different geographic regions and drawn from multi- or cross-cultural background, the task of the project manager becomes even more complicated and complex (Lothar, 2011). The purpose of this paper is to examine some of those challenges as well as the socio-cultural factors’ influence on the outcome of projects. Design/methodology/approach An extensive investigative survey in these complex aspects has been undertaken, spanning both in China and in India. Findings Some solutions to the leadership role have been found through the intense study and data analysis. Research limitations/implications The scope of multicultural and cross-cultural factors and the number of socio-cultural factors affecting such teams spread in diverse parts of the globe is stupendous. However, the study restricted itself to examining only three important socio-cultural factors out of the several, impacting the outcome of multi- or cross-cultural team executed projects. Practical implications The study reveals the causal effect of poor performance outcome for large projects when the team comprises multi- or cross cultural personnel. The limitations for the team leader heading such diverse teams are brought out. Social implications The study will help the future compositions of cross- or multicultural team projects, to know in advance the sensitive areas where they have to focus to ensure seamless execution of large projects with the help of virtual platforms for face-to-face interactions between the team members and their leader. Originality/value The literature available on generic behavioural aspects of multi- or cross-cultural teams is plenty. However, very few empirical studies are available in evaluating the influence of socio-cultural factors affecting such large project teams. This study extensively covers both China and India, which is a unique investigative study of its kind.

Keywords: leadership; multi cross; cross cultural; cultural factors; large projects; socio cultural

Journal Title: European Business Review
Year Published: 2017

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