Leading Cross-Cultural Teams in Decision-Making in International Volunteerism: The Intersection of UK and Ghanaian Volunteers

Global contact of all forms continue to increase exponentially with international volunteering blossoming into a multibillion dollar industry that boasts of 109 million diverse workforce which holds greater insights and values for cross-cultural studies. Theoretically situated within the contemporary leadership theory, this study explores leadership in decision making in a cross-cultural volunteering context. Using constructionist thematic analysis approach, the diverse intersected leadership and followership cultural values of Western and African volunteers were characterized through face-to-face in-depth interviews. The study revealed intergroup conflict cured by balance of relationships and commitment to goals between UK and Ghanaian volunteers but underscores cultural compromise, moderation and acceptance as well as cross-cultural mutual learning as key to leading decision making effectively in a cross-cultural cocktail. The study recommends prolong discussions, time optimization off work for effective socialization, co-creation of common goals and teaching, training and preparing of newcomers to be done by experienced volunteers in leading diversity through decision making.