The Role of Cross-cultural Leadership and Leader-member Exchange in Enhancing Organizational Performance in the Era of Big Data and AI Integration: A Study of Chinese Companies' Investments in South Korea

Abstract

In the rapidly changing big data and artificial intelligence integration landscape, this study examines how leader-member interactions and cross-cultural leadership affect organizational performance in Chinese enterprises investing in South Korea. A deductive study interviewed and polled Chinese company employees in South Korea, but the lack of cross-cultural comparison analysis and response bias may limit generalizability. These leadership styles address critical issues like data security, big data use, and information system integration, according to the paper. Overall, 552 Chinese businesspeople in South Korea across industries participated in the statistical analysis. The findings demonstrate how cross-cultural leadership promotes teamwork in diverse teams. Leader-member interactions affect job satisfaction and performance. As Chinese companies expand into South Korea and adapt to a new economy and culture, the study recommends leader-member exchange and cross-cultural leadership. The study emphasises leadership and connections for Chinese companies seeking cross-cultural success. Bias and cross-cultural analysis should be considered in future research on emerging technology and cultural diversity. These recommendations aim to refine and expand research in this dynamic subject to help Chinese companies navigate South Korean business amid technological advances.