EFFECTIVE LEADERSHIP BEHAVIOUR BY MEANS OF ACCULTURATION: CULTURAL DIFFERENCES AND LEARNING STRATEGIES
Gerhard Reber, Professor Emeritus, Johannes Kepler University Linz, Austria
Werner Auer-Rizzi, Associate Professor, Department of International Management, Johannes Kepler University Linz, Austria

Abstract
Leadership behavior is acculturated from the earliest childhood and very stable over time. This first acculturation creates habits that are applied unconsciously throughout life and are hard to change. Different learning strategies have the potential to mitigate individual habits when individuals are confronted with an intercultural experience, for example as expatriates. We examine the role of imitation/vicarious learning, learning through cognitive reflection in a training program, and learning through changing the organizational structure on adapting leadership behavior. Imitation/vicarious learning showed cultural adjustment but did not improve a manager’s leadership effectiveness in the example of German and US expatriates. Learning during a training program that focuses on self-reflection of personal behavior patterns can change the original acculturation and increase leadership effectiveness. The implementation of a matrix-structure during an organizational integration process challenged the diverse cultural habits and stimulated new acculturation within a company merger across cultures.
Keywords: leadership behavior, cultural differences, learning, acculturation, Vroom/Yetton model, expatriates