From the introduction:

I will be trying to contribute something to a better theoretical and practical understanding of leadership activity and behaviour in the context of multiple cultural contexts. Culturally influenced values, convictions and traditions are crucial factors that determine individual and collective expectations of behaviour and their effectiveness in practice. This does not just apply in the context of international transactions, but also on virtually all levels of spontaneous or organised social cooperation. It is clear here that the aspect of difference plays a crucial role in any interactions that are based on cultural diversity. Yet cultural difference need not necessarily be attributed to any individual behavioural motivation in terms of identity theory. Instead it can be understood as an event in the context of a transaction that requires cooperation that, to successfully relate to other events in business, legal, moral or technical contexts, is essential for the productivity of a transaction and the efficiency and effectiveness of a cooperating team. Indeed, that is the approach I am taking here. Successfully relating events to each other, using common ground to create a sense of belonging to a cooperation project based upon cultural differences, is an essential achievement of leadership. I call such interlinking of culturally different events “transculturality” and shall refer to the ability to achieve this as “transcultural competence”. Transcultural competence thus constitutes a leadership style. (...)

So the first part of this essay will be concerned with the question of what constitutes transculturality. This discussion will be kept at a strictly theoretical and conceptional level. The second stage is about what constitutes transcultural leadership and will concern itself with deriving some practical and applicable consequences for understanding transculturality as a style of leadership.