Qualitative, in-depth interviews were used to explore determinants of cross-cultural leadership effectiveness from the perspectives of non-Western leaders. Data were collected from semi-structured interviews and self-reported performance from 12 expatriate Taiwanese managers. Analyses suggest three categorical determinants of cross-cultural leadership effectiveness: personality characteristics, leadership strategies, and core competencies. Findings provide insightful information, facts, and facets related to the practice of cross-cultural leadership from the perspectives of non-Western expatriate managers. Results provide empirical evidence that contributes to the theory of cross-cultural leadership, expatriate management, and global leadership development, and evidence for expatriate managers, trainers, and corporations.
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