Leadership Styles for Organizational Sustainability: A study of International joint ventures (IJVs) in Botswana manufacturing

Abstract

Leadership is one of the oldest phenomena in the history of social sciences and management that has an impact to business ventures sustainability. International joint ventures (IJVs) leadership encounters cross-cultural related and diverse workforce challenges that call for appropriate leadership behaviors (style) for their organization sustainability. This paper presents empirical research done on International Joint Ventures (IJVs) leadership in Botswana manufacturing with partners from BRICS countries. An international joint venture is collaboration between two or more parties with at least one partner headquartered outside the joint venture country of operation. Guided by signature characteristics of grounded theory methodology, the study produced seven (7) emergent themes towards leadership effectiveness for IJVs sustainability: (a) communication (b) job requirements and instructions, (c) systemic quality management processes; (d) pragmatic problem-solving strategies, (e) leadership responsibilities, (e) organizational values, and (f) rules and regulations. Some direction for future research directions and practice in the field of International joint ventures (IJVs) leadership style(s) are also provided. Key words: International joint ventures; Transformational leadership style; Transactional leadership style; Authentic leadership style; LMX leadership style; Global leadership style.