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to manage and lead staff or even to become a role model of staff. In fact, for the top management of the call center, his main duty is to communicate and deal with the CX client and to ensure the call center middle management staff to clearly understand the desires or requirements of the CX client; and to motivate the team leader to continuously take the caring approach to team members. Although, it is argued that when paternalistic leadership incorporates an over magnified personality, and a strong rejection to keep in touch with followers in an organization and it's often the case that the leader becomes detrimentally autocratic and makes poor decisions, Also, the strong belief that a leader 'knows best” can lead to catastrophic results, when examine the function of the middle management in the call centre by using the paternalistic approach, such argument may become overwhelming. Since, the nature of the business, customers problems or questions are required to be resolved solved adequately and instantaneously, therefore, the paternalistic “know all and know how” approach of the middle management can effectively help staff to brazen out daily operational problems efficiently and effectively. Besides, since only the middle management levels are encouraged to take this leadership style, hence, it is almost not possible for this “non-highest power” to pilot the call center into catastrophic situation.

 

结论——Conclusion

In conclusion, although culture is complex and multifaceted, the case of the Asiamiles/Marco Polo call center shows a kind of intelligence to assimilate different leadership styles and skills according to different cultures and occasions. Moreover, it shows that pure discussion on similarity or differences between East or West leadership is meaningless. One of the primary questions in all cross-cultural research is whether phenomena are ‘‘universal'' or culturally contingent and this is particularly true for the field of cross-cultural leadership research (Dickson, Hanges, & Lord, 2000). However, the PCCW call center has shown that the so called cross-cultural leadership just indicate to apply the “universal” theories of leadership according to the summation or different formation of different national cultures in a particular organizational structure and culture and the nature of the business in contingent, this is proven that whether aspects of leadership and leadership theory are ‘‘universal'' or are culturally contingent. In applying the universal leadership skills and styles, leaders must understand how culture operates at diverse levels. At one level, individuals are shaped by their national cultures while they are influenced by the culture of their organization. In the meantime, when globalization and cross-cultural become cliché in the past few decades, however the call centre also illustrates the intelligence of combining the east and west leadership styles in managing staff and which can be corresponded to the 150 years colonial history of British to Hong Kong, which in high level, managing or leading acts is according to bureaucratic system and transactional leadership, but the daily lives and living philosophy of Chinese heritage were still maintained, which such so-called cross cultural skills can be 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。