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Purpose

The existing literature on assigned expatriates (AEs) underscores the role of the host country’s leadership approach in shaping expatriates’ careers. This study examines the influence of AEs' self-leadership on their performance, with particular emphasis on the interplay between self-efficacy (SE), cultural intelligence (CQ) and support from host-country nationals (HCNs).

Design/methodology/approach

We tested our hypotheses using data gathered from 201 Indian AEs deployed across various countries.

Findings

Our findings highlight a positive relationship between AEs’ self-leadership and performance. Furthermore, we identified that SE partially mediates the link between AEs’ self-leadership and performance, and CQ and HCN support serve as moderators in this relationship.

Originality/value

This research enhances our understanding of the role of self-leadership in international assignments, introducing a mediating mechanism and presenting an integrated framework that incorporates CQ and HCN support.

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