Abstract
In an era of globalization, Moroccan-based Multi-National Companies (MNCs) face increasing cross-cultural leadership challenges while managing diverse teams. It is essential nowadays to identify the effective leadership styles within a cultural context to negotiate compelling complexities. However, limited empirical research has explored how Moroccan based MNCs develop leadership approaches that reconcile local cultural norms with global business needs (corporate culture). This study examines the impact of Volatility, Uncertainty, Complexity and Ambiguity (VUCA) on leadership decision making and adaptability. Drawing on a literature review about VUCA leadership strategies and empirical data from a structured questionnaire, this research investigates the dominant leadership styles in Moroccan-based MNCs and the key challenges arising from cultural diversity. The findings suggest that leaders in Moroccan-based MNCs adopt a hybrid leadership model, blending local cultural leadership approaches with global strategic leadership practices. This hybrid model allows leaders to circumnavigate VUCA challenges effectively, fostering cultural adaptability, resilience, and strategic flexibility. This study contributes to the ongoing discussion on cross-cultural leadership MNCs and the development of context specific leadership frameworks, by providing empirical insights into leadership adaptation in culturally diverse environments.
Presenters
Jamil WafaaStudent, PhD, Hassan 2 University of Casablanca, Casablanca [Dar el Beïda]*, Morocco
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
The Value of Culture and the Demand of Change
KEYWORDS
Cross, Cultural, Leadership, Moroccan, Based, MNCs, VUCA, Complexities, Hybrid, Model
