Research on the influences of cross-cultural experience on leadership in the context of Chinese state-owned MNEs

Abstract

From a global perspective, understanding the influence of cross-cultural experiences on leadership is crucial. It is the trend in managing across cultures because leadership refers to the self-reported leadership skills managers and employees identify and use to manage decision-making processes, especially in diverse workplace settings. This study’s core objective is to explore the influence of cross-cultural experiences on leadership in the context of CMNEs. The author appropriated a qualitative descriptive research design to explore how the perceived effectiveness of interpersonal communication, perceived resource availability, and perceived intra-group similarity influence leadership improvement. The analysis revealed that cross-cultural exposure functions not simply as a challenge, but as a developmental process—shaping leadership capabilities and driving transformation. Leaders in these enterprises are navigating institutional complexities, fostering ethical awareness, and working to create inclusive, value-oriented practices across diverse contexts. The research shows that change at the individual level tends to occur through reflection, especially at times of intercultural tension or failure. Leadership development programs must thus incorporate tools such as guided journaling, executive coaching, and formal peer feedback. Expanding future research to cover multiple industries—such as manufacturing, finance, technology, and energy—would strengthen the validity of the proposed “triple-layer” leadership model and enhance its relevance for a wider audience.