Cross-cultural management and global leadership in multinational engineering projects: a narrative review

Abstract

This study presents a narrative literature review on the relationship between cross-cultural management and global leadership in multinational engineering projects, aiming to understand how cultural factors influence team performance and integration in international contexts. Studies published between 2015 and 2025 in recognized scientific databases were analyzed, encompassing theoretical and practical approaches on leadership competencies, cultural diversity, and management models applied to global teams. The results show that effective global leadership requires intercultural competencies such as empathy, flexibility, communication, and the ability to adapt to different work styles and organizational values. When properly managed, cultural diversity enhances innovation and productivity, but if neglected, it can lead to conflicts and communication barriers. A theoretical gap was also identified regarding the practical application of intercultural leadership models in engineering, indicating the need for further studies integrating culture, management, and technical performance. It is concluded that intercultural management and global leadership are strategic competencies for organizational success, contributing to more collaborative, innovative, and globally prepared teams.