abstract
- Mid-level managers of multinational corporations often struggle to find a leadership style that helps build a high-performance organizational culture. This paper discusses the research question of what strategies some mid-level managers in a multinational corporation in Asia employ to create a high-performance organizational culture. The authors chose six mid-level managers of a multinational Fortune 500 IT corporation in Singapore to participate in this case study research blended with techniques of miniethnography. The authors looked for qualities and approaches required for leaders to build and lead their teams to high-performance standards in times of uncertainty. The study concluded that successful leaders who apply the embracing leadership style encouraging a culture of free-flowing feedback in times of uncertainty would build high-performance teams which are highly influential to the company¿s success and competitive advantage. The authors conducted this study during the peak of COVID¿19 in Singapore. The challenges they faced are reflected in this paper. In this study, the authors came up with qualities required for leading teams for high performance in times of uncertainty and volatility. Business leaders who focus on meaningful accomplishments, improving performance, and shaping the company's organizational culture will strive for excellence and promote feedback.