Empirical studies have shown that multicultural teams tend to be highly efficient or highly inefficient when compared to culturally homogeneous teams. The purpose of this study is to increase the knowledge about how to manage cultural diversity in multicultural project teams. This study covers the leadership behavior in multicultural project teams from a project manager�s point of view. The cultural differences in this study are not only based on nationalities but on cultural groups. Moreover, we will consider only project teams which meet face-to-face and work together. We will therefore not deal with multicultural virtual teams since they work in a total different environment.
Furthermore, we regard cultural diversity only in terms of national cultural using cultural clusters and will not observe differences in organizational or functional cultures. The empirical data is collected doing a survey among project managers of multicultural teams from different cultural clusters.