The Role of Multinational Corporations Leadership Styles in Shaping Libya's Economy
Keywords:
Libya, multinational corporations, leadership adaptation, emerging economy, cultural intelligence, knowledge sharingAbstract
This qualitative exploratory single-case study examines how executives from multinational corporations (MNCs) adapt their leadership styles to manage cross-cultural challenges while operating in Libya’s emerging, post-conflict economy. Libya’s critical need for infrastructure investment has attracted multinational actors, yet cultural distance, institutional fragility, and security constraints complicate knowledge transfer, stakeholder engagement, and project implementation. Semi-structured interviews were conducted with ten senior leaders representing five multinational firms active in Libyan infrastructure projects. Data were coded using constant comparative analysis in NVivo and produced three primary themes: (1) salient cultural constraints in Libya (power distance, uncertainty avoidance, and limited individual autonomy), (2) corporate strategies to reduce cultural friction (local partnerships, tailored training, and use of local knowledge), and (3) leadership practices used to mitigate cross-cultural challenges (empowerment, cultural intelligence, servant and transformational behaviors). The findings indicate that effective MNC leadership in Libya combines culturally sensitive delegation, investment in local capabilities, and a flexible mix of transformational and servant leadership behaviors that foster trust and knowledge sharing. The paper concludes with practical recommendations for global executives, implications for leadership theory in emerging contexts, methodological limitations, and a research agenda for comparative studies across MENA states.
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