Leadership is about constant positioning, monitoring, and where required, intervention.

Successful leaders are the power and intellect behind their organizations (Patel, 2017). Effective
leadership involves identifying and nurturing talent within the organization to encourage growth
and development. This requires investing in employee training and development programs,
providing opportunities for career growth and creating a culture of steady learning (Latham,
2005). The importance of cross-cultural leadership in present globalized business world is
highlighted in the journal (House, 2021). They make a point that leaders must understand
cultural breach and adapt their leadership styles to fit the cultural context of their team
members. If the leader fails to do so then the consequences can be miscommunication, low
morale and decrease in productivity. Furthermore, a study by Adler and Bartholomew suggests
that cultural intelligence is the ability to realize and change to various cultural contexts is a key
predictor of global leadership effectiveness (Adler, 2020). Having knowledge of high cultural
intelligence are able to recognize the needs and expectations of their team members from
different cultures and are more successful in leading diverse teams. Cross-cultural awareness
to the leaders is very much important in today’s world as the leader will be able to understand
the contrast between the country or region and accept them. It helps to prevent leaders from
offending their norms and values (Poole, 2023). Even though both region leaders speak the
same language still there may be some differences due to their cultural clash. If the leaders are
able to understand the effect of globalization on cross-culture communication, then it will be a
great advantage for the organizations seeking to give competition in the global market. The
recent challenges that every nation is suffering due to economy crisis has further call attention
to develop the internal communication capacity to command and observe external threats. In
modern competitive world, business organizations must understand compulsory to
communicate with different cultures in order to achieve a goal of the organization (Thakkar,
2011). According to Genevieve Hilton, “cultural proficiency doesn't mean memorizing every
cultural nuance of every market. It's knowing when to listen, when to ask for help, and when—
finally—to speak”. Leaders that experiences different cultures are relatively more aware of how
to adapt their communication style so that it will be easy to understand the information they are
trying to provide. Cross-culture communication provides a new way of satisfying the needs of
the stakeholders (Thakkar, 2011). To make the employees more innovative they need to share
a common vision and goal. Research show that cross-functional teams are more productive at
producing new developments which is valued by the customer (AmraniR.RoweF.Geffroy-
MaronnatB, 2006). To provide the direction for the cross-cultural to work leadership is the main
foundation. Leaders are responsive to change and value feedback from those around them.
They know that if the people around them are not successful then it is impossible for them to be
successful. Innovative leaders are needed to emerge for innovative organizations which can be
done by the recruitment team to choose the leader that possess skills necessary to guide the
organization to the next level (J.VlakG, 2008). As competition is increasing globally,
organizations must progress to meet the demand needs of the customers. According to Dooley
& O’Sullivan being able to identify the correct process for implementing innovation will directly
impact the success (DooleyL.O’Sullivan, 2012). Fr organizations to be successful they must
focus on their organization goals that are also socially responsible (Moon, 2009). The word
innovation not only means to develop the latest gadget but it is to develop the gadget that also
helps the environment in a sustainable manner. As the organizations grow more globally their
responsibility towards the corporate society also increases because the actions of one
organization may have negative impact to the other organizations which may result hampering
the corporate society. According to Westlund it is no longer sufficient for organizations only to
make a profit and comply with the law (R, 2008). They must also be socially responsible and
give something back to the global community that they serve.
Leadership in Australia is influenced by a number of factors that includes culture, history, politics
and the economy. According to a study by the Australian Institute of Management, “Australian
leaders are known for their approachability, strong communication skills, and willingness to
listen to others” (Management, Australian leadership in focus: Insights from the Australian
Institute of Management, 2019). Furthermore, Australian leaders tend to focus on building
relationships and creating a positive workplace culture, rather than relying on top-down
directives and authoritarianism (Management, Australian leadership in focus: Insights from the
Australian Institute of Management, 2019). The report also suggests that Australian leaders
prioritize empathy, active listening, and emotional intelligence in their interactions with
employees, and are committed to promoting diversity and equality within the organization. They
observe that there is a strong focus on individualism and egalitarianism in Australian culture that
can effect leadership styles and expectations (Quinlan, 2010).The leadership style in Australia is
adopted from American leadership styles. But the business area in Australia is different from the
American that does not consider the Australian society properly (Dalglish, 2007). Australian
literature on leadership has tended to focus on leadership characteristics and styles (Rymer,
2008). Sarros (1992), a prominent scholar in this area, identified the relationship between the
Australian concept of friend or 'mateship' as a major cultural factor determining Australian
leadership style. Sarros (1992) also reported that many Australian managers identify
adaptability as a key leadership trait. The literature in public area services shows that Australian
public sectors appear to pay more attention to work in dynamic partnership with private and
NGOs (P, 2005). (Rymer, 2008) also suggested that Australian organizations requires different
approaches, due to the uniqueness of Australian culture and norms. This aspect of work
definitely needs a new dimension of leadership. Thus, leaders in both business and political
areas must identify modern skills and behaviors necessary to be taken into practice. The public
should be given an opportunity to talk about the issue and come up with solutions would be
starting point in bringing about reconciliation (Leigh, 2002). Leadership and human
resource management are two key factors affecting outcomes at organizational, team/unit and
individual levels either within the same country or in a cross-border context (Boada-Cuerva,
2019). They should be able to balance the interests of the organization with the interests of the
employees, advocating for them where possible (Boatman, 2023). In short, effective leadership
involves developing the organizations human resources by investing in employee training and
development, generate opportunities for career improvement, nurturing a culture of continuous
learning, prioritizing employee engagement and motivation, and creating a supportive work
environment (Goudreau, 2020).
Leadership styles can be different between Australia and India depending upon a variety of
factors such as culture, industry and individuals. However, we can make some general
observations and comparisons based on research studies. In general, Australian leadership
prioritize collaboration, communication and inclusivity while Indian leadership focus more on
hierarchy and authority. Australian leaders often tend to adopt a participatory style involving
collaboration with their team and communicating openly with public and also getting their
feedback which helps in getting to know their problems and also ways to solve those problems.
This approach is based on the principle of egalitarianism emphasizing equality and justice
(Murray, 2019). But in case of India it is totally opposite where there is a greater importance on
hierarchy and respect for authority. Leaders may adopt a directive style by providing a clear
instructions and expect their subordinates to follow them without any question (Ghosh, 2017).
Indian leaders often prioritize formal authority and respect for seniority and may be less open to
feedback but Australia prefer to seek input and feedback from their teams before a final decision
is made. Australian leaders try to be more concerned on creating a positive work culture and
developing strong relationships with employees whereas, Indian leaders focuses more on
maintaining order and control within the workplace (Doherty, 2016). Australian style of
leadership is often referred to as “transformational leadership” and is characterized by
motivating others towards a shared vision whereas Indian style of leadership is referred as
“transactional leadership” and is characterized by a focus on achieving goals through clear
direction and performance incentives (Gopalakrishnan, 2013). However, there is also a growing
trend towards more collaborative and participative leadership styles, mainly among the leaders
of the new era who are younger and think broader as they have studied in Western Universities
and have been exposed to the ideas of the western culture (Sharma, 2013). Another important
difference between the leadership styles between Australia and India is the focus on
individualism and collectivism. The individualism is highly valued in Australia and leaders are
expected to promote an environment that encourages individual creativity and innovation. On
the other hand, collectivism is more important and leaders are expected to prioritize the well-
being of the group over individual interests (Makhija, 2020). Thus, the main differences we can
outline from the leadership styles in Australia and India differ in terms of the emphasis on
hierarchy, collaboration and individualism versus collectivism.
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