"Cross-Cultural Strategies for Leaders to Improve Organizational Perfor" by DiAnna Olsen

Date of Conferral

2022

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Betsy Macht

Abstract

AbstractSome nonprofit leaders lack strategies to develop cross-cultural competency for improving organizations’ performance. Cross-cultural competencies are needed to manage culturally diverse work teams effectively. Grounded in cultural competency theory, the purpose of this qualitative multiple-case study was to explore the strategies nonprofit leaders use to develop cross-cultural competency for improving organizations’ performance. The participants were seven nonprofit leaders who successfully led teams cross-culturally in Mexico and the United States. Data were collected from semistructured interviews, direct observations, and organizational records. Thematic analysis was used to analyze the data. Five themes were identified: collective alliance strategy, co-decision-making strategy, cooperative goal focus strategy, collectivist culture strategy, and cultural inclusion strategy. A key recommendation for nonprofit leaders is to develop a higher cultural competency and metacognitive skills to improve their team performance and achieve their organization’s goals. The implications for positive social change include the potential to help leaders facilitate a culturally diverse work environment in their organizations and enhance the lives of the people in the communities these nonprofit organizations serve.

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