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Introduction The demands on the effective expatriate managers have mounted globally. The way these expatriate managers tackle the cultural issues would determine success or otherwise of the business of MNCs in the host country. Increased complexity in the business world also pushed the expatriate managers to understand cultural issues (Schein 1992). Due to globalisation and constantly increasing trend of expatriate managers to manage the business in host countries like India and China (two largest emerging economies of the world), many questions have been raised as to how these expatriate managers lead their subordinates in host nations, their behaviour towards others and most importantly, the style of leadership mostly preferred and practiced.