Interview Transcript Interviewee 5

Position: Regional Supply Chain Manager.

Opening

Interviewer:
Hello, good afternoon and thank you to be present in this session today. As mentioned in the
discussion section above, the interview is a component of my scholarly study of cultural
intelligence and effective leadership in multinational companies. I would first like to verify
that you have read the participant information sheet and signed the consent documentation.
Do you feel at ease going on?

Participant:
Good afternoon. Yes, I have gone through all the documents attentively and I am well aware
of the reason why the research is being done. I feel free to take part.

Interviewer:
Thank you. Please do bear in mind that your answers are confidential and anonymous, and
you may leave at any stage in case of necessity. Shall we begin?

Participant:
Yes, we can start.

Question 1

Interviewer:
What is an example of a situation in which cultural intelligence had an impact on a critical
decision?
Participant:
Certainly. Our supply chain last year witnessed a major supply chain disruption that hit the
distribution network in Europe and Middle East at the same time. The European management
team had a strong focus on the strict adherence to the existing procedures, documentation and
formal contracts with the suppliers. Our Middle East team, on the other hand, cared more
about the personal relation to the logistics partners and was sure that the delays would be
solved with direct negotiation and development of trust within the communication. The
discrepancy in methods caused stress and the work was stopped. I also understood that the
conflict was not competence related but cultural influenced business practices. In order to
deal with this, I scheduled combined virtual meetings during which both parties were able to
elaborate their thinking. We developed a hybrid strategy by integrating a disciplined
approach to procedures with relationship-based negotiation. The move reopened business
effectively and enhanced long term cooperation between the regions.

Question 2

Interviewer:
What role have cultural intelligence played in your leadership style?

Participant:
Cultural intelligence has ensured that I am more flexible and reflective. Time zone and
cultural coordination is always present in supply chain management. Previously, I used
generalized rules and ignored cultural sensitivity in my profession. But, over time, I came to
know that being an effective leader requires the ability to comprehend the expectations in the
area. I have now learned to change my communication style, be it the explicit instructions or
more relationship-oriented conversation. This has enhanced the morale and efficiency of
teams.

Question 3

Interviewer:
What are some of the strategies that can enable leaders to be culturally intelligent?

Participant:
The most effective strategy is the practical exposure. Managers ought to have international
rotations and be involved with cross border projects. The exposure to various working
conditions creates an awareness other than theoretical knowledge. Other practices that can be
introduced in organizations include cultural mentoring in which the experienced international
managers exchange their knowledge and offer advice to others on cross-cultural
circumstances. Post major project reflection sessions are also useful in the identification of
lessons learnt.

Question 4

Interviewer:
What are some of the difficulties that you have encountered as a leader of multicultural
teams?

Participant:
Communication styles constitute one of the challenges. In certain cultures, criticism can be
taken as constructive whereas in others it can be viewed as disrespect. I was involved in a
scenario where direct criticism by a European manager insulted a fellow colleague in another
part of the world. To finalize the misunderstanding, I arranged a one-on-one conversation
over which there would be clarifications in intentions and stressing respect to each other. This
was achieved by building an open talk which reestablished trust and enhanced the value of
cultural sensitivity.

Question 5

Interviewer:
What are the impacts of global challenges on leadership?

Participant:
International crises, such as economic insecurity and international friction draw pressure on
operations. Various cultures react to uncertainty differently. There are those teams that are
risk-averse and become cautious, others are pushy and need quick solutions. In this kind of
time, I consider effective communication and regular updates to be a priority. Cultural
intelligence also helps me to be sensitive in addressing concerns and at the same time stay
strategic.

Question 6

Interviewer:
How can cultural intelligence be useful in establishing trust?

Participant:
Cultural intelligence breeds factual respect and believability. Employees feel important when
leaders are conscious about cultural practices and modes of communication. The element of
respect builds loyalty and teamwork, especially where the operation is very high-pressured.

Question 7

Interviewer:
What is your approach to promoting teamwork?

Participant:
I not only focus on common goals but also on joint planning. The frequent cross-regional
meetings give the teams a chance to gain insight into the views of each other. Through
sharing of knowledge there is less misunderstanding and unity within the offices is
encouraged.

Question 8

Interviewer:
What is your recommendation to new leaders?

Participant:
The advice that I would give new leaders is to develop patience and empathy. Do not believe
that a certain management approach can be applied to every situation. Rather, spend time in
getting acquainted with cultural dynamics in your team. Life long learning and openness
contribute greatly towards being a effective leader.
Closing

Interviewer:
It is a pleasure to hear you and appreciate your experiences and observations. Your input will
be of great help in this study.

Participant:
It was my pleasure. I believe that this research will help better understand the phenomenon of
leadership in multinational companies and promote culturally wise management.