A taxonomy of expatriate leaders' cross-cultural uncertainty: insights into the leader–employee dyad

The authors develop a theory-based taxonomy of expatriate leaders' cross-cultural uncertainty toward local employees by drawing on uncertainty reduction theory. Two studies with expatriate leaders provide the empirical basis. The first, qualitative study uses in-depth interviews with 23 expatriate leaders to identify major facets and constructs for describing expatriate leaders in different uncertainty constellations. A quantitative survey-based study with dyadic data about 149 expatriate leaders and their local employees identifies five different expatriate types with regard to their cross-cultural uncertainty. The results reveal performance differences across the five expatriate types.