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How Does Cross-Cultural Leadership Influence Organizational Performance? — An Analysis of the Mediating Mechanisms of Learning Organizations an Empirical Analysis Based on 250 Enterprises in Suzhou Industrial Park

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  • Shadanguli Maowulan

    (MBA Graduate School of Business, Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia)

Abstract

As globalization continues to deepen, the management effectiveness of multinational companies in multicultural settings increasingly depends on the synergistic effects of leadership quality and organizational learning capabilities. This study uses 250 multinational companies in Suzhou Industrial Park as its research sample (793 valid questionnaires were collected, with a response rate of 79.3%). Based on questionnaire survey data, correlation analysis and regression analysis were employed to systematically explore the relationships among cross-cultural leadership, learning organizations, and organizational performance, with a particular focus on testing the mediating effect of learning organizations. The findings reveal that all four dimensions of cross-cultural leadership (localization, multicultural coexistence, cultural conflict resolution, and cultural integration) are significantly positively correlated with organizational performance (r = 0.42–0.58, p

Suggested Citation

  • Shadanguli Maowulan, 2025. "How Does Cross-Cultural Leadership Influence Organizational Performance? — An Analysis of the Mediating Mechanisms of Learning Organizations an Empirical Analysis Based on 250 Enterprises in Suzhou Industrial Park," International Journal of Research and Innovation in Applied Science, International Journal of Research and Innovation in Applied Science (IJRIAS), vol. 10(8), pages 1372-1379, August.
    • Handle: RePEc:bjf:journl:v:10:y:2025:i:8:p:1372-1379
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