China is considered one of the most attractive countries for foreign direct investment (FDI). Since 1978, Deng Xiaoping has opened China to foreign trade and investment. In the early 1980s, the main foreign investments came from Hong Kong, followed by Japan and Taiwan. In 2001, China joined the World Trade Organization (WTO), propelling it to first place in foreign direct investment. In 2007, FDI reached a record $74.8 billion, a growth of almost 40% compared to 2001. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”?Get the original essay With the rapid growth of its economy, China has become the fourth largest exporter and third largest importer since 2003. This is due to an influx of expatriate managers. . Initially, expatriate positions are very senior, such as general manager, financial director or operational director, necessary for managing joint ventures or subsidiaries. As China continues to grow rapidly, its GDP has increased by more than 50% since 1997. Many Chinese companies are becoming large enough to focus on internationalization, which requires many different skills; like Huawei. It is a local Chinese company that is now the world's leading telecommunications solution provider. It hires a lot of software talent from India. Since 2004, many different professional skills are therefore required. Talent is one of the headaches for multinational companies in China. According to China Daily, the number of legally employed expatriates in China reached a record 150,000 in 2005. In Shanghai alone. , it is estimated that 40,000 foreigners work in half of the world's 500 largest multinationals. Many studies focus on key leadership skills; such as innovation, passion for business, communication skills, strategic risk taking, decision making, gaining trust, enabling performance and growth, collaborative influence. Among this leadership, Earnhardt found that the successful expatriate leader in China must take into account the cultural dimension. Deng indicated that cross-cultural capabilities impact leadership effectiveness in his paper at the Fifth International Conference on Knowledge, Culture and Change in Organizations in 2005. In my companies, I have worked with many expatriates from different countries. Some have been very successful and others may not be able to complete their assignments and then return to their home countries. In this project, key components are studied. Through a series of in-depth interviews with expatriates and local managers, key skills can be identified in depth. The need for effective cross-cultural leadership is a major challenge for multinational companies in China. The research hypothesis is that there is a relationship between cross-cultural leadership and one's culture, national experience and other personal skills. It also varies depending on employee culture. A series of in-depth interviews will be conducted with 4 expatriate managers from different countries (those who have to live in Shenzhen or Shanghai) and 10 local Chinese managers working in multinational companies operating in 2008 and 2009. Thus the key elements of cross-leadership cultural will be studied in the new environments of China. Many studies have been conducted on global leadership skills and China is one of the countriesfastest growing, where many expatriates work. Many existing studies suggest the key leadership success of expatriates working in China. Cross-cultural leadership effectiveness was identified as the most important factor and impacts their leadership. However, the effectiveness of cross-cultural leadership is a very complex issue and is also the major challenge for expatriates working in China. The case study is chosen to study the knowledge of the context of Western-Chinese cultural difference as well as its effectiveness in leadership skills. Based on the experiences of expatriates working in China, real problems can be shared and how this contributes to the success of effective expatriate leaders working in China. The case study approach works best because it can provide an in-depth analysis of the challenges and experience of these expatriates working in China and how these relate to their cultural differences. In this project, different cultures of expatriates will be chosen because the relationship between cultural differences and their cross-cultural leadership abilities will be studied. The case study approach can also provide other factors that impact their cultural awareness and therefore their leadership effectiveness in the real situation. As cultural differences are very complex, 4 expatriates from different countries will be chosen. This allows for a comparison of Western-Chinese cultural differences that may impact their cross-cultural leadership abilities. The strategy of selecting expatriates from different countries is usually chosen because it is necessary to observe the relationship between different cultures and their cross-cultural ability. However, they all live in Shenzhen and work in the multinational between 2007 and 2009. The years of experience are different. Their family stress and cultural background are very different. This will provide more data to analyze. At the same time, 10 local Chinese managers who reported to their expatriate leaders will be interviewed to better understand the ideas of their expatriate leaders. I have been working in a multinational company for over 10 years. As my company is a global company and China is considered a low cost country to focus on when it comes to human resources for a global integration program. Many foreign leaders are sent to China for missions and some could not complete their missions and left. In-depth interviews with expatriates and local Chinese managers in my company will be conducted. Other information is known based on my professional experience. The chances of selection of these expats are more practical and the data should be quite valid for analysis because I understand the background of the interviewees. The chances of respondents providing open and honest answers should be very high since I work in the same company and have good relationships with my colleagues. The case study approach produces the context-dependent type of knowledge and provides the role-playing type of situational knowledge. This may not happen again easily as it depends on each situation and the factors that contributed to it. However, these interviews will help analyze the cultural dimension and how it can impact cross-cultural leadership capabilities and thus have a significant impact on their leadership success and effectiveness. Keep in mind: this is just a sample. Get a personalized article from our expert writers now. Get a personalized essayBased on the. (2005) 2009