Research on the Intercultural Leadership of Chinese Enterprises Based on Hofstede’s Cultural Dimension Theory

Abstract

As Chinese enterprises expand globally, their leaders face significant challenges due to cultural differences. These differences in communication styles, management expectations, and work values can lead to misunderstandings and inefficiencies, necessitating the development of intercultural leadership capabilities. This paper explores the impact of cultural differences on the global leadership of Chinese enterprises and proposes corresponding strategies. Using Hofstede’s cultural dimension theory as the theoretical foundation, the study analyzes how Chinese enterprises can adapt their leadership approaches to different cultural contexts. The findings indicate that Chinese enterprises can enhance their global leadership effectiveness by understanding and adapting to cultural differences. However, it is crucial to be aware of the limitations of cultural theories and continuously innovate to adapt to the evolving cultural landscape. The future demand for intercultural leaders is expected to increase, and intercultural leadership will become an increasingly valuable asset. The study suggests that Chinese enterprises should integrate traditional wisdom with modern innovation to develop unique leadership styles. They should also focus on cultivating cultural intelligence among employees and creating inclusive organizational cultures to support their global operations.