Cultural factors on leadership behaviours of the expatriate executives in Vietnam

Abstract

This thesis first reviewed on the literature which has been conducted previously. The theoretical framework was then proposed to underline the cultural influences on the preferred leadership behaviors. The findings of a case study, the surveys and interviews were discussed and analyzed. In addition to empirical data generated by the author of this thesis, results from other studies were also integrated to further support the objectives of the thesis. Finally, recommendations were proposed to enhance the likelihood of foreign managers being successful in a Vietnamese workplace context. Besides, limitations and implications for further research were also included.

The main objectives of this study were to help expatriate managers in Vietnam examine the Vietnamese culture in order to navigate an effective workplace and to make suggestions on techniques and mechanisms international executives in Vietnam can adopt to better off their managerial performance.

Vietnamese culture is high on power distance and collectivism whereas it is low on assertiveness and gender egalitarianism. The Vietnamese highly appreciates leaders with charismatic, team-oriented, participative, and autonomous behaviors. By contrast, they negatively associate Self-Protective with outstanding leadership. Foreign expatriates in Vietnam are highly recommended to learn about Vietnamese culture and its implications in the workplace, in communication, and in managerial styles so that they could have a better performance and a smoother experience abroad in Vietnam.