A Study on the Relationship between Cross-Cultural Leadership Behavior and Team Performance in Multinational Service Enterprises

In multinational service enterprises, team members exhibit significant differences in cultural background, and the impact of leadership behavior on team performance has a hierarchical mechanism. This study constructs a multilevel empirical analysis framework to explore the relationship between cross-cultural leadership behavior and team performance. The study covers 82 service teams from 10 countries, with a sample including questionnaire data and team performance indicators from 2,146 employees. Team performance is measured by service completion rate, customer satisfaction rating, and complaint rate. A multilevel linear model is used to distinguish between individual and team-level effects. The results show that cross-cultural leadership behavior has a significant positive impact on team performance, with a standardized coefficient of 0.27, and team trust plays a partial mediating role. This study provides empirical evidence for multinational service enterprises to improve team management.