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Leaders' cultural gap bridging behaviors and subordinates' work engagement in multinational teams

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  • Hundschell, Andreas
  • Backmann, Julia
  • Tian, Amy Wei
  • Hoegl, Martin

Abstract

The effect of leadership on individuals in multinational teams remains underexplored. Based on self-concept theory, our study investigates how subordinates' work engagement is influenced by their perception of leader cultural gap bridging (CGB) behaviors that seek to facilitate intercultural collaboration in multinational teams. We draw on a quantitative, two-wave, individual-level study with 280 employees working in multinational teams. Our results reveal that subordinates' perception of leaders' CGB behaviors enhance their work engagement through its effect on their team identification. The positive indirect effect is contingent on the level of relationship conflict in the multinational teams.

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  • Hundschell, Andreas & Backmann, Julia & Tian, Amy Wei & Hoegl, Martin, 2022. "Leaders' cultural gap bridging behaviors and subordinates' work engagement in multinational teams," Journal of International Management, Elsevier, vol. 28(3).
    • Handle: RePEc:eee:intman:v:28:y:2022:i:3:s1075425321000958
    DOI: 10.1016/j.intman.2021.100916
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