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The goal of this bachelor thesis is to investigate the role of self-disclosure in a Thai-German team. In-depth interviews with Thai employees and former German interns of a German automotive supplier based in Bangkok were conducted. To link the phenomenon of self-disclosure with intercultural management, German and Thai culture standards represent the base to discuss tendencies in the behavior of Germans and Thais.
The results demonstrate that general topics predominated over private subjects at the early stage of the relationship between the interviewees and their team members. Throughout the relationship, topical depth and breadth increased although the share
of positive topics outweighed. Both the Thais and Germans displayed a great willingness to share general and personal aspects which has led to the deepening of the relationship and the building of trust. The in-group/out-group effect was recognized as the interviewees preferred an in-group recipient for specific issues to be talked about.
Communicating in English did not significantly impact the amount of information revealed. The study emphasizes the role of self-disclosure for initiating, sustaining and enhancing a relationship between Thai and German co-workers.
Due to the great cultural distance between Germany and Thailand, German leaders who work in Thailand may encounter several intercultural concerns. In order to effectively lead Thai employees, these leaders may need to behave differently from what they used to do in their home country in some aspects. Thus, this study examines the changing perception of leadership due to the effect of Thai culture form German managers who are working in German organizations in Thailand.
GLOBE project and its culturally endorsed leadership theory were the key literature explored in this study. To attain the outcomes, both quantitative and qualitative methods were employed. Twenty-three questionnaires were collected from German expatriate managers in German organizations in Thailand. While two in-depth interview were acquired from Thai employees who worked closely with German superiors.
The results confirm German managers greatly value inspirational and trustworthy attributes as well as avoid being tyrannical, tender and provocateur in order to work in German-Thai boundary. The leadership styles such as Charismatic/Value-Based or Transformational and Team-Oriented leadership also suit German leaders to work in Thai culture.