Abstract

The purpose of this paper is to show how leaders can be supported in creating and managing international teams in a more effective and efficient way. This paper tries to fill the gap between the more theoretical findings as presented in the literature and a pragmatic approach which can be used for execution by these leaders and teams. The main findings in the research is that although the leaders have a vast set of skills they require to do their jobs, it seems that the major issue is the different ‘view on the world’ and in more detail the differences between a leader and his team if he or she comes from a different cultural background. The paper aims to support people who work in international teams in different roles and locations.