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Forbearance of culturally inappropriate leadership behaviors: a conceptual model

Forbearance of culturally inappropriate leadership behaviors: a conceptual model Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the HCN, empathy, and expatriate manager reputation influence HCN forbearance in the face of culturally inappropriate leadership behaviors.Design/methodology/approachThis is a conceptual paper, which proposes forbearance as a process which can reduce dysfunctional outcomes on working relationships resulting from culturally inappropriate behaviors by expatriate managers.FindingsThe author argues that differences between expatriate and host country implicit leadership theories influence HCN attributions for culturally inappropriate leadership behaviors. These attributions, together with expatriate reputation, HCN empathy, and the severity of the cultural transgression, will determine the extent to which HCNs are likely to exercise forbearance.Research limitations/implicationsThe paper suggests several important lines of research into the initial establishment of an effective working relationship between expatriate and HCN. Suggestions for further elaboration and testing of the model are also provided.Practical implicationsThe model points to important processes (e.g. establishing incoming expatriate’s reputation, managing attributions, and facilitating empathy) which have the potential to reduce difficulties early in the assignment.Originality/valueMuch research into expatriate adjustment focuses on the expatriate. This paper adopts the perspective of the HCN, providing a framework for better understanding perceptual and attributional processes influencing the relationship. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Global Mobility The Home of Expatriate Management Research Emerald Publishing

Forbearance of culturally inappropriate leadership behaviors: a conceptual model

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References (62)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2049-8799
DOI
10.1108/jgm-04-2017-0016
Publisher site
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Abstract

Selection and training of expatriates emphasizes the importance of respecting and adapting to local cultural norms. However, even when motivated to modify their behavior, expatriates tend to act in ways which transgress host country cultural norms. While such transgressions can harm working relationships between expatriate manager and host country nationals (HCNs), this is not an inevitable outcome. The purpose of this paper is to apply the social psychological construct of forbearance to create a model which considers how transgression severity, responsibility attributions made by the HCN, empathy, and expatriate manager reputation influence HCN forbearance in the face of culturally inappropriate leadership behaviors.Design/methodology/approachThis is a conceptual paper, which proposes forbearance as a process which can reduce dysfunctional outcomes on working relationships resulting from culturally inappropriate behaviors by expatriate managers.FindingsThe author argues that differences between expatriate and host country implicit leadership theories influence HCN attributions for culturally inappropriate leadership behaviors. These attributions, together with expatriate reputation, HCN empathy, and the severity of the cultural transgression, will determine the extent to which HCNs are likely to exercise forbearance.Research limitations/implicationsThe paper suggests several important lines of research into the initial establishment of an effective working relationship between expatriate and HCN. Suggestions for further elaboration and testing of the model are also provided.Practical implicationsThe model points to important processes (e.g. establishing incoming expatriate’s reputation, managing attributions, and facilitating empathy) which have the potential to reduce difficulties early in the assignment.Originality/valueMuch research into expatriate adjustment focuses on the expatriate. This paper adopts the perspective of the HCN, providing a framework for better understanding perceptual and attributional processes influencing the relationship.

Journal

Journal of Global Mobility The Home of Expatriate Management Research – Emerald Publishing

Published: Mar 21, 2018

Keywords: Expatriate adjustment; Host country national; Expatriate performance; Implicit leadership theory; Forbearance

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