Date
5-20-2026
Department
Graduate School of Business
Degree
Doctor of Philosophy in Organization and Management (PhD)
Chair
Richard Peters
Keywords
Cross-cultural Communication, Expatriate Leadership, Cultural Intelligence, Global Leadership, Communication Training, Multinational Organizations
Disciplines
Communication
Recommended Citation
Andrews, Calvin P., "The Lack of Quality Cross-Cultural Communication Training Designed to Avoid Disruption Consequences Created by Verbal and Nonverbal Miscommunication Between Expatriate Leadership and Host Country Nationals Employed by the Organization" (2026). Doctoral Dissertations and Projects. 8489.
https://digitalcommons.liberty.edu/doctoral/8489
Abstract
As globalization continues to expand organizational operations across national boundaries, leaders are increasingly required to navigate complex cross-cultural communication environments. The purpose of this flexible design single-case study was to examine how cross-cultural communication challenges influence expatriate leadership effectiveness and organizational outcomes in multinational environments. Grounded in a pragmatic paradigm, the study addressed the lack of quality cross-cultural communication training for expatriate leaders and its impact on operational efficiency and team coordination. Three research questions guided the study, focusing on cross-cultural communication preparation, verbal miscommunication, and nonverbal communication differences. Findings indicated that cross-cultural communication competence is primarily developed through experience rather than formal training, with participants reporting inadequate preparation and reliance on trial-and-error learning in complex, high-risk international environments. Verbal miscommunication, including language differences and accent interpretation, created persistent barriers that contributed to inefficiencies and operational disruptions. Nonverbal communication differences, such as indirect communication styles, hierarchical norms, and relationship-oriented expectations, produced hidden misalignment and influenced leadership effectiveness. These findings demonstrate that communication challenges extend beyond language and are embedded in cultural and relational dynamics. This study contributes to theory by emphasizing communication as a dynamic capability that requires cultural intelligence and adaptive leadership, highlighting the need for experiential training approaches, and identifying directions for future research.
