The Role of Multinational Corporations Leadership Styles in Shaping Libya's Emerging Economy

Abstract

This qualitative exploratory single-case study examines how executives from multinational corporations (MNCs) adapt their leadership styles to manage cross-cultural challenges while operating in Libya’s emerging, post-conflict economy. Libya’s critical need for infrastructure investment has attracted multinational actors, yet cultural distance, institutional fragility, and security constraints complicate knowledge transfer, stakeholder engagement, and project implementation. Semi-structured interviews were conducted with ten senior leaders representing five multinational firms active in Libyan infrastructure projects. Data were coded using constant comparative analysis in NVivo and produced three primary themes: (1) salient cultural constraints in Libya (power distance, uncertainty avoidance, and limited individual autonomy), (2) corporate strategies to reduce cultural friction (local partnerships, tailored training, and use of local knowledge), and (3) leadership practices used to mitigate cross-cultural challenges (empowerment, cultural intelligence, servant and transformational behaviors). The findings indicate that effective MNC leadership in Libya combines culturally sensitive delegation, investment in local capabilities, and a flexible mix of transformational and servant leadership behaviors that foster trust and knowledge sharing.