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Cross cultural leadership and the hospitality industry: a leadership style towards success in organizational goals in France

Arts & Humanities Open Access Journal
Md Yusuf Hossein Khan
Assistant Professor, International University of Business Agriculture and Technology, Bangladesh


The following paper is about cross-cultural leadership and its importance in the hospitality industry of France. The main objective of this paper is to identify critical literature about cross-cultural leadership and different types of leadership styles that exist in France, which will create awareness among organizations wanting to practice appropriate leadership styles for success in organizational goals. The whole paper has been divided into three parts. The first part of the paper is about the organizational and cultural issues that managers may encounter in France. The cultural organizational issues faced in France include ambiguous communication, inconsistency, and poor leadership. The second part of the paper analyzes the  human  obstacles  that  managers  might  face  in  new  environments,  and  the  appropriate theories to overcome these obstacles. The major human obstacles are senior management’s resistance  to  change,  stereotyping,  lack  of  understanding,  employees’  suspicion  about foreigners, nationalism, etc. The last part of the paper describes two appropriate leadership styles that managers may use in France. The two approaches are transactional leadership style and transformational leadership style.  The current paper uses secondary data, specifically different  literature  such  as  research  papers,  articles,  and  book  recommendations.  This secondary data has been used to examine the importance of appropriate leadership styles for the hospitality industry of France. It aims to cover the appropriate leadership style for work efficiency, better performance, effective training, and development. It is understood that not all the organizations are equivalent in size, financial growth, management style, and most importantly may not be from the same geographical location. In a large country like France, every province may not follow the same culture. Thus, the recommended leadership styles may not be a true reflection for every organization, but an overall idea. To assess the most accurate leadership style for an organization, there is still a need for future research targeting organizational size, financial growth, management style, culture, and geographical location that must be taken into consideration.


leadership, hospitality industry, culture, organization, employee