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With Turkey's developing role as a lead nation among emerging markets, the field of cross-cultural management becomes a key contributor to the interactions between Turkish and American professionals in the workplace. This study uses models of national cultural differences based primarily on the findings of Hofstede (1984), but it also incorporates those of Trompenaars and Hampden-Turner (1998) and the GLOBE project (2002), resulting in a comparative cross-cultural management analysis. In combining both academic theory and actual international experience, this paper illustrates that, through effective cross-cultural management, profound understanding and harmony can exist between international managers. [ABSTRACT FROM AUTHOR]

SUMMARY An examination of the style of managers (N = 155) in a simulated work environment shows that they tended to model the style of their boss. Females evidenced this tendency to a greater degree than males. Furthermore, when the boss was a female, male subordinate managers became somewhat more participative than the boss, while female subordinate managers became more authoritarian. A compensatory or balancing hypothesis is proposed as a possible explanation for this sex difference. These results should not be generalized beyond an American population. Possible cultural differences were not explored. [ABSTRACT FROM AUTHOR]