Cross-cultural leadership development

Name
u06a1 Leadership Development:
Philosophy, Governance, and Skills
HMSV5340 Leading in For-Profit, Nonprofit, and Government
Organizations
Instructor
Date
Introduction
Write an introduction (3‒5 sentences) that provides some
general information about the leadership role you are defining
for this assignment.
The distinguished (A-level) scoring requirements are: Describes
a leadership role and title for a position in a selected human
services organization. Describes the reporting relationships for
this position.
Leadership Statement and Philosophy
The distinguished (A-level) scoring requirements are: Develops
a leadership statement that encompasses a leadership philosophy
for a specified position in a human services organization.
Explains how the statement encompasses the leadership
philosophy.
Use at least one source from the course syllabus reading list or

another academic reference to support the content in this
section. Avoid copying directly from your source—summarize
the content in your own words.
Leadership Philosophy and Customer Service Focus
The distinguished (A-level) scoring requirements are:
Discusses the rationale for a selected leadership philosophy,
including how the philosophy reflects service delivery for the
customer population. Provides a specific example of how the
philosophy applies to a service delivery challenge.
Leadership Philosophy and Components of Service Delivery
The distinguished (A-level) scoring requirements are: Discusses
how a leadership philosophy and rationale address the unique
components of service delivery for a nonprofit, for-profit, or
government organization. Includes supporting literature about
leadership philosophies.
Important Leadership Skills
The distinguished (A-level) scoring requirements are: Defines
10 to 15 leadership skills important for an identified leadership
role in a human services organization. Supports the importance
of the skills by citing scholarly literature.
Competency in Leadership Skills
The distinguished (A-level) scoring requirements are: Assesses
a leader’s competency on identified leadership skills for a

specified human services position. Describes the assumptions
behind the assessment.
Actions for Skills Improvement
The distinguished (A-level) scoring requirements are: Analyzes
actions needed for skill improvement for skills required in a
specified human services position. Cites relevant resources to
assist in skills improvement.
Summary/Conclusions
Summarize leadership philosophy and skills in 3‒5
sentences.
References
The distinguished (A-level) scoring requirements are: Writes in
a manner consistent with the expectations of the human services
profession. Uses current APA style and formatting for all in-
text citations and references. Note the instructions—your paper
must include at least six academic references.
(Samples of references from the course that might be used)
Barry, M. M., Allegrante, J. P., Lamarre, M-C., Auld, M. E., &
Taub, A. (2009). The Galway Consensus Conference:
International collaboration on the development of core
competencies for health promotion and health education. Global
Health Promotion, 16(2), 5‒11.
Benson, D. (2015). Creating your personal leadership
philosophy. Physician Leadership Journal, 2(6), 64‒66.
deGroot, S. (2016). Responsive leadership in social services: A

practical approach for optimizing engagement and performance.
Thousand Oaks, CA: Sage Publications.
Mathew, M., & Gupta, K. S. (2015). Transformational
leadership: Emotional intelligence. SCMS Journal of Indian
Management, 12(2), 75‒89.
Watson, L. D., & Hoefer, R. A. (2014). Developing nonprofit
and human service leaders: Essential knowledge and skills.
Thousand Oaks, CA: Sage Publications.
3
Business Communications
Topic 7
Intercultural
Communication
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All
Rights Reserved.
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Communicating in a World of Diversity
• Explain how cultural diversity affects business

communication, and describe the steps you can take to
communicate more effectively across cultural boundaries.
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Advantages of a Diverse Workforce
• Obtaining More
Views and Ideas
• Understanding
Diverse Markets
• Accessing a
Wider Pool of
Talent
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Challenges of a Diverse Workforce
• Understanding the Effects of Culture
• Developing Cultural Competency

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Key Aspects of Cultural Diversity
• Cultural Context
• Legal and Ethical
• Social Customs
• Nonverbal Signals
• Age Differences
• Gender Differences
• Religious Differences
• Ability Differences
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• Why cross-cultural communication is critical to business
• Dimensions of cultural difference
– Body positions and movements
– Factors of human relationships

• Problems of language
• Advice for communicating across cultures
• Enhancing cross-cultural communication skills
2-6
Chapter Overview
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• Technological advances (eg. interactive and mobile
communication) have fueled globalization
• Effective international communication helps you design
products that meet global market needs and win
business
• Successful communication with international co-
workers improves workplace diversity and productivity
• Communicating with those from other cultures enriches
your business and personal life
2-7
Why Cross-Cultural Communication?

Rights Reserved.
•https://www.youtube.com/watch?v=qHRcAPTx
w0k
2-8
Cultural Gaffes
https://www.youtube.com/watch?v=qHRcAPTxw0k
Rights Reserved.
Definition of culture
“The collective programming of the mind
which distinguishes the members of one
category of people from another.”
Dutch sociologist
Geert Hofstede
What Is Culture?
2-9
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10
Corporate culture
• Culture is “a pattern of shared basic assumptions that the
group learned as it solved
its problems of external adaptation and internal integration, that
has worked well
enough to be considered valid and, therefore, to be taught to
new members as the
correct way to perceive, think, and feel in relation to those
problems.” (Schein, 1992)
– Only slow changes over time
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11
Corporate culture
• Evolution
– Culture evolves as a result of the turnover of group
members
– Changes in the company’s market environment

– General changes in society
– Strong corporate cultures do not evolve overnight
– Different corporations have different cultures
▪ Weak or strong
▪ Dependent on “investment levels” of employees
– Some concepts go back to the 1920s but it took until the
1980s that the topic was taken up by academic research
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12
Corporate culture
• Evolution
– Two perspectives
▪ Differences between corporations across national cultures
▪ Culture within corporations
– Does a geographic region further distinguishes among
organizations within a single
industry?
▪ Even employees in different national offices reflect national

culture more than
corporate culture (Hofstede, 1984)
▪ => corporate culture should not run in the opposite direction
of national culture
(Scholz, 2000)
▪ Multiple cultures and subcultures
–Different functional and geographic groupings
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13
Corporate culture
• Differences between definitions of business culture but
common core matter
– “fuzzy set of attitudes, beliefs, behavioural norms, and basic
assumptions and
values that are hared by a group of people, and that influence
each member's
behaviour and his/her interpretations of the “meaning” of other
people’s
behaviour.”
– Shared phenomenon

▪ learned product of group experience and is therefore found
within groups
with a significant history
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14
Corporate culture
• Core matters
– Different levels of corporate culture
▪ Visible level
–encompass behaviour patterns, the physical and social
environment and the
written and spoken language used by the group
▪ Invisible level
–Group value
• Goals and concerns that shape a group’s sense of what “ought”
to be.
Can vary greatly in different groups

Rights Reserved.
15
Corporate culture
• How do new members learn corporate culture?
– Informally from the existing employees and formally through
induction training
programmes
– In environment of strong group and peer pressure, the
individual adopts the
employees’ norms. Whereas when the group pressures are weak,
the individual
is likely to accept the norms encouraged by management
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16
Corporate culture
• Effects and changes in corporate culture
– Strong culture results in higher organizational effectiveness
(Peters and Waterman,
1982)

– Corporate culture can as well be a source of problems,
especially when the
organizational environment changes quickly
▪ Corporate culture defines a normative order that serves as a
source of
consistency and can be seen as a social control mechanism
▪ “provide group members with a way of giving meaning to their
daily lives, setting
guidelines and rules for how to behave, and, most important,
reducing and
containing the anxiety of dealing with an unpredictable and
uncertain
environment.” (Schein, 1992)
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17
Corporate culture
• Benefits of a strong corporate culture
– Facilitates social control within the company
– Employees will enforce corrective actions by themselves
– Informal social control is likely to be more effective and cost
less than formal
control structures

– Enhance motivation and performance of employees
– Enhance goal alignment
▪ Better coordination
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18
Corporate culture
• Pitfalls
– difficulties to convert according to the new position
– new management may find that the strong corporate culture
that served well with the old
strategy is no longer appropriate
▪ Delta, AT&T
– Difficulty recognizing the need for change
– “the lack of variety…limits the organization’s ability to adapt
to changes in the
environment.” (Denison, 1984)
– countercultures may be less likely to emerge and persist in
firms with a strong culture
– “A coherent statement of who we are makes it harder for us to
become something else.”

(Weick, 1985)
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• Topography
• History
• Religion
Sensitivity to these
factors helps you
avoid ethnocentrism
Factors Impacting Culture
2-19
Rights Reserved.
• Barack Obama in the Buckingham
Palace
https://www.youtube.com/watch?v=7ZCsfyaOGdw (1:19
min)
Cross-Cultural Differences

2-20
• Trump meets Japanese Prime Minister
Abe
https://www.youtube.com/watch?v=iiitQ-5_E_Y
https://www.youtube.com/watch?v=7ZCsfyaOGdw
https://www.youtube.com/watch?v=iiitQ-5_E_Y
Rights Reserved.
•Body (bowing, standing)
• Bowing is customary in some Asian cultures
• Squatting is a common business practice in
some Asian countries http://www.asian-
central.com/stuffasianpeoplelike/2008/04/22/63-squatting/
Different Meanings of Body Language
2-21
http://www.asian-
central.com/stuffasianpeoplelike/2008/04/22/63-squatting/
Rights Reserved.
•Head movement

• Shaking head ‘yes’ or ‘no’ means little in
some cultures
• ‘Yes’ means ‘No’, and ‘No’ means ‘Yes’ in
Bulgaria http://www.yourlanguageguide.com/travel-
bulgaria.html
2-22
http://www.yourlanguageguide.com/travel-bulgaria.html
Rights Reserved.
•Hand gestures
• Peace sign is
considered vulgar in
Australia
• OK sign is insulting in
Russia, Germany, and
Brazil

2-23
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• Americans: firm, 5-7 pumps
• Germans: brusque, firm single pump
• French: light, quick, not offered to
superiors, may include a double kiss
• British: soft, 3-5 pumps
• Arabs: gentle, long-lasting, sometimes
with kisses on both cheeks
Handshakes Across Cultures
2-24
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https://www.youtube.com/watch?v=blu34t4wu_o
Cultural Differences In Body Language
2-25

https://www.youtube.com/watch?v=blu34t4wu_o
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• Time
• Space
• Odors
• Frankness
• Social hierarchy
• Workplace values
• Expressions of emotion
Factors of Human Relationships
2-26
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Business Communication Differences
2-27
• Your textbook was written for US readers
• Guidelines for writing messages may not apply to all cultures

• British prefer a direct approach to negative
messages
• Asians may view this communication style
as too direct
• Even social networking preferences vary from culture to
culture
Rights Reserved.
• Lack of Language Equivalency
• Difficulties with English
– Multiple meanings of words
– Two-word verbs
– Slang and colloquialisms
– Culturally derived words and phrases
Problems of Language
2-28

Rights Reserved.
Examples of words with no English counterparts
• Deroulement (French):
– an unfolding, how things happen
• Fahrvergnugen (German):
– joy of driving
• Makulit (Filipino):
– from a root word that means “repetitive”
– refers to a type of pest or stubborn person
Lack of Language Equivalency
2-29
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2-30
English words not represented in other languages
• French has no word to distinguish between
– house and home
– mind and brain

– man and gentleman
• Spanish has no word to distinguis h between
– chairman and president
• Italian has no word for
– wishful thinking
• Russian has no word for
– efficiency
– challenge
– having fun
Rights Reserved.
Certain English expressions do not translate well
grammatically:
• Business could not be better.
(So is the business good or not?)
• We could never be too nice to our customers.
(So are we nice to our customers or not?

How might these be interpreted by someone from another
culture?
2-31
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Avoid words with multiple meanings when communicating
cross-culturally:
• Run
• Fast
• Ring
2-32
Multiple Meanings of Words
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Possible meanings of run:
• To move fast
• To compete for office

• A score in baseball
• A fading of colors
Can you think of more?
Multiple Meanings of Words
2-33
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search, findtrack down
hold, securetie down
prevent, avoidget around
pursuego after
remove, overcomelive down
excited, nervouskeyed up
demonstrate
SubstituteTwo-Word Verb
act out
2-34
Two-Word Verbs

Rights Reserved.
• Slang
• She’s a control freak.
• Idioms and Colloquialisms
• That’s just off the top of my head.
• He frequently shoots from the hip.
2-35
Slang and Colloquialisms
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2-36
Slang and Colloquialisms
Not this:
• The sales campaign
was a flop.
• I’ll touch base with

you.
• Take an educated
guess.
• Don’t let him get your
But this:
• The sales campaign failed.
• I’ll talk to you later.
• Guess using your
knowledge.
• Don’t let him upset you.
Rights Reserved.
2-37
Sample US Colloquialisms to Avoid
• burn your bridges
• cold turkey
• doggie bag
• fat chance
• gravy train

• have your cake and
eat it too
• in a nutshell
•let the cat out of the
bag
• pull no punches
• stick in the mud
• through thick and thin
• tie the knot
• tighten one’s belt
• up a tree
• walk on air
• wheel and deal
• worth one’s salt
Rights Reserved.
•Ant milker (Arabic)

• Become naked (Japanese)
•Bite the elbow (Russian)
• Give it to someone with cheese (Spanish)
•Hang noodles on one’s ears (Russian)
• Live like a maggot in bacon (German)
•Like fingernail in dirt (Spanish, Mexican)
• Squeezer of limes (Hindi)
Idioms from Other Cultures
2-22
Rights Reserved.
• Coca-Cola’s characters in China at first translated into “wax-
flattened mare”
• Olympia introduced a copier in Chile under Roto, the Spanish
word for “broken”
• American Motor Company’s Matador translated into “killer”
in Puerto Rico, known for
high traffic fatality rates
2-39

Blundering with Words
Rights Reserved.
• Toyota’s MR2 did well in most countries, but in France it is
often pronounced merde,
meaning human waste
• Ford encountered problems when it introduced a low -cost
truck named Fiera into
Latin America. The name translates to mean an ugly old woman
2-40
Rights Reserved.
• In an attempt to place a graphic of flames on their shoes, Nike
discovered that it
resembled the Arabic script meaning Allah. The Council on
American-Islamic
Relations demanded an apology and withdrawal of the shoes
form the market.
2-41

Rights Reserved.
• Do your research
• Know yourself and your company
• Be aware and wary of stereotypes
• Adapt your English to your audience
– Talk or write as simply and clearly as possible
– Word questions carefully
– Use continuous confirmation
• Be open to change
2-42
Tips: Communicating Cross-Culturally
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•If the world were one village (3:12)
–http://www.youtube.com/watch?v=FtYjUv2x65g

•Tips on Chinese culture for successful
business (4:44)
–https://www.youtube.com/watch?v=H6g7tUcoF3I
• Tips for successful business communication
in the Arab world (4:08)
–http://www.youtube.com/watch?v=U9XoD9V9Bvg&feat
ure=related
2-43
Some Videos
http://www.youtube.com/watch?v=FtYjUv2x65g
https://www.youtube.com/watch?v=H6g7tUcoF3I
http://www.youtube.com/watch?v=U9XoD9V9Bvg&feature=rela
ted
Rights Reserved.
• Geert Hofstede
• 1928 – current, Netherlands
• Edward Hall
• 1914 – 2009, US

Leading Cultural Theorists
2-44
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• Born on 2 October 1928 in Haarlem, Netherlands
• Dutch social psychologist an former IBM employee
• In 1947 it was his first time out of his country when he
made to England where he experienced cultural shock
• Struck by the cultural differences between England and
Holland, two very close European countries
• In 1967, received PhD in Social Psychology from
Groningen University, Netherlands.
• His thesis was titled “The Game of Budget Control.”
Geert Hofstede
2-45
Rights Reserved.

• Hofstede’s books have appeared in 23 languages.
• Between 1981 and 2011 more than 9,000 articles in
academic journals have cited Geert’s publications.
• This makes Geert Hofstede the most cited European
social scientist of today.
• In 2014, a movie was released about Hofstede's life and
work, titled ‘An Engineer's Odyssey’
https://www.youtube.com/watch?v=a3lkZ88UjxI
(trailer 2:40min)
Geert Hofstede
2-46
https://www.youtube.com/watch?v=a3lkZ88 UjxI
Rights Reserved.
Books:
• Culture’s Consequences: International Differences in Work-
Related Values
(1980)
• Culture’s Consequences: Comparing Values, Behaviors,

Institutions, and
Organizations across Nations (1984)
• Cultures and Organizations: Software of the Mind (1991)
• Masculinity and Femininity: The Taboo Dimension of National
Cultures (1998)
• Cross-Cultural Analysis: Science and Art of Comparing the
World’s Modern
Societies and Their Cultures (2012)
Website:
• http://geert-hofstede.com/countries.html
Geert Hofstede
2-47
http://geert-hofstede.com/countries.html
Rights Reserved.
Theoretical Framework
– Power Distance
– Individualism vs. Collectivism
– Masculinity vs. Femininity

– Uncertainty Avoidance
– Long-Term vs. Short-Term Orientation
–‘Confucian dynamism’
– Indulgence vs. Restraint
Example: the case of UAE
Geert Hofstede
2-48
Rights Reserved.
Edward Hall
2-49
• Born on 16 May 1914 in Missouri, US (died aged 95
yo)
• US American anthropologist and cross-cultural
researcher
• During WWII served in US Army in Europe and
Philippines
• In 1942, received PhD from Columbia University,

US
• Taught at Harvard Business School
• Introduced a number of new concepts (proxemics,
polychronic vs. monochronic time, and high vs. low
context culture
Rights Reserved.
Edward Hall
2-50
Books:
• Silent Language (1959)
• Hidden Dimension (1966)
• Handbook for Proxemic Research (1974)
• Fourth Dimension In Architecture: Impact of Building on
Behavior (1975)
• Beyond Culture (1976)
• Dance of Life: The Other Dimension of Time (1983)

• Hidden Differences: Doing Business with the Japanese (1987)
• Anthropology of Everyday Life: An Autobiography (1992)
• Understanding Cultural Differences – Germans, French and
Americans (1990)
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Theoretical Framework
– High-Context vs. Low-Context
Edward Hall
2-51
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Edward Hall
2-52
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Cultural Context

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Legal and Ethical Differences
• Seek Mutual Ground
• Withhold Judgment
• Send Honest Messages
• Respect Cultural Differences
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Social Customs
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Nonverbal Communication
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Age Differences

• Cultures that Value Youth
• Cultures that Value Seniority
• Cultures with Multiple Generations Shaped by World
Events
Copyright © 2019, 2016, 2014 Pearson Education, Inc. Al l
Rights Reserved.
Gender Differences
• Perception of Men and Women
• Percentage of Management Roles
• Different Communication Styles
• Outdated Concepts of Gender and Sexual Orientation
Rights Reserved.
Ability Differences
• Respect for Individuals
• Sensitivity to Differences
• Use of Assistive Technologies

Rights Reserved.
Advice for Improving Intercultural
Communication (1 of 2)
• Avoid ethnocentrism
• Avoid stereotyping individuals
• Don’t assume others are like you
• Accept differences; don’t be judgmental
• Communicate respect in other cultures
Rights Reserved.
Advice for Improving Intercultural
Communication (2 of 2)
• Tolerate ambiguity and control frustration
• Look beyond superficial factors
• Recognize your own cultural biases
• Be flexible and prepared to change

• Observe and learn about other cultures
Rights Reserved.
Writing for Multilingual Audiences
• Use Plain Language
• Use Clear Examples
• Avoid Slang & Jargon
• Use Short Paragraphs
• Use Precise Words
• Cite Numbers Carefully
• Be Brief
• Use Transitions
Rights Reserved.
Speaking with Multilingual
Audiences (1 of 2)
• Speak clearly and

simply
• Look for feedback
• Rephrase as needed
• Clarify your meaning
with examples
• Don’t “talk down” to
others
Rights Reserved.
Speaking with Multilingual
Audiences (2 of 2)
• Learn common greetings and key phrases
• Listen with care and respect
• Adapt your style to the other person
• Check for comprehension often
• Clarify what will happen next

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Using Technology to Improve
Business Communication
• List four general guidelines for using communication
technology effectively.
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Keeping Technology in Perspective
What Technology Can Do
• Help You Accomplish Essential Tasks
• Support Interpersonal Communication
What Technology Cannot Do
• Replace Interpersonal Communication
• Think for You or Supply Essential Skills
Rights Reserved.
Using Tools Productively

• Using Technologies Effectively
• Using Technologies Efficiently
• Learning Advanced Features
Home Learning Week 7
1.) Culture Part 1:
a) What is culture for you?
b) What kinds of factors have influenced national cultures?
c) How have Internet and increasing global trade affected
cultural differences?
d) Why are people able to do business across different cultures?
What do business people across the world have in common?
e) What is ethnocentrism and how does it impair cross-cultural
business relations?
2) Culture Part 2: Here you can see the score of the UAE (right
bars) and Canada (left bars) in Geert Hofstede’s cultural
dimensions. Please interpret the results for 4 dimensions.

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