Culture and Leadership
Source:
„Cross-Cultural Organizational Behavior“
Gelfand, M.J., Erez, M., & Aycan, Z. (2007)
The Annual Review of Psychology
Pp. 492-494
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
Concept of culture, Impact of changing culture, Characteristics of culture, How employee learn culture, types of culture, Organizational culture issues, Impact of culture in organization, How organization culture is change in India.
Leadership, its styles_&_leadership_theories...RajThakuri
This topic come under the syllabus of MBM first semester organisational behaviour...
Under this this topic is the detailed explanation of leadership , it's styles & theories.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
Concept of culture, Impact of changing culture, Characteristics of culture, How employee learn culture, types of culture, Organizational culture issues, Impact of culture in organization, How organization culture is change in India.
Leadership, its styles_&_leadership_theories...RajThakuri
This topic come under the syllabus of MBM first semester organisational behaviour...
Under this this topic is the detailed explanation of leadership , it's styles & theories.
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
Anti-corruption and Judiciary Excellence: The Role of Transformational Leader...Francis George
Anti-corruption and Judiciary Excellence: The Role of Transformational Leadership. How Transformational Leadership contributes to combating Corruption and enhancing Judicial Excellence.
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
Anti-corruption and Judiciary Excellence: The Role of Transformational Leader...Francis George
Anti-corruption and Judiciary Excellence: The Role of Transformational Leadership. How Transformational Leadership contributes to combating Corruption and enhancing Judicial Excellence.
How to measure diversity in organizations (Harrison, Klein, 2007)Elena Tecchiati
What‘s the difference?Diversity constructs as separation, variety, or disparity in organizations.
Harrison, D.A., & Klein K.J. (2007)
Academy of Management Review
How to measure diversity in organizations.
Business Models for Ultra Low Emission Vehicles & SustainabilityGavin Harper
Presentation given to the International Energy Agency's Experts' Group on Research & Development Priority Setting for the workshop Life in the Fast Lane, Evolving Paradigms for Mobility and Transportations Systems for the Future at the U.S. Department of Energy, Washington D.C.
Convence con tu voz. Consigue tus objetivos profesionales y personales a través de una imagen competente y segura. Tu voz es tu tarjeta de visita.
www.elenatecchiati.com
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
The Nature of Leadership
The Meaning of Leadership
Leadership Versus Management
Power and Leadership
The Search for Leadership Traits
Leadership Behaviors
Michigan Studies
Ohio State Studies
Managerial Grid
Situational Approaches to Leadership
LPC Theory
Path-Goal Theory
Vroom’s Decision Tree
The Leader-Member Exchange
Related Perspectives on Leadership
Substitutes for Leadership
Charismatic Leadership
Transformational Leadership
Political Behavior in Organizations
Common Political Behaviors
Managing Political Behaviors
In the 21st Century, it has become crucial for leaders to become more responsible. This presentation talks about the importance and the minority research. It continues to integrate culture and how Leaders are required to influence, motivate, and be a role-model for its followers. An interesting presentation to start a discussion.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
2. Culture as a Main Effect on
Leaders and Followers
3. Cultural variation in research
¤ Most influential investigation of cultural variation in
perceptions of what traits are effective
¤ By the Global Leadership and Organizational Behavior
Effectiveness Project (House et al. 2004)
¤ Relationships between
¤ societal culture
¤ organizational culture
¤ leadership prototypes
¤ 62 culturar societies
¤ appr. 17,000 middle managers
4. Results
¤ Two leadership attributes were universally endorsed:
a- Charismatic Leadership
b- Team-oriented leadership
¤ Organizational and societal values (rather than values)
were significantly related to a and b
¤ Power distance
¤ positive associated with self-protective leadership
¤ Negative associated with charismatic and participative
leadership
5. Variations in leadership prototypes
¤ Significant variations in leadership prototypes or
behavioral manifestations of the prototypes were found
¤ Across and within cultural clusters
¤ Across hierarchical positions
¤ Example: Attributes of an effective leader
¤ According to top managers:
¤ Innovative, visionary, courageous
¤ According to lower-level managers:
¤ Attention to subordinates, team building, participation
6. In individualistic cultures
¤ Perception of charisma based on recognition-based
perceptions
¤ i.e. leadership effectiveness is a perception that is based on
how well a person fits the characteristics of a „good“ or
„effective“ leader
¤ Japanes employees follow a „logic of approapriateness“
model (ehat is appropriate in a specific circumstance)
7. In collectivistic cultures
¤ Perception of charisma based on inference-based
perceptions
¤ i.e. leadership effectiveness is an inference based on group/
organizational performance outcomes
¤ U.S. employees follow a „logic consequence“ model
(what should be the consequence of a specific
behavior)
8. Variance
¤ Across-country variance accounts for more variance in
leadership preferences than
¤ Within-country variance (e.g. across demographics and
occupational grouping)
9. Culture‘s influence on leadership
prototypes
¤ Cross-cultural differences in leadership behaviors and
practices
¤ Study of how middle managers in 47 countries handle
work events (Smith et al. 2002) showed that
¤ Cultural values (e.g. high collectivism, power distance,
conservatism, and loyal involvement) are related to
¤ Reliance on vertical sources of guidance (i.e., formal rules
and superiors), rather than
¤ Reliance on peers or tacit sources of guidance
10. Strategic orientation
¤ Comparison of executive‘s strategic orientation
(Geletkanycz, 1997)
¤ In 20 countries
¤ Results:
¤ Individualism
¤ Low uncertainty avoidance
¤ Low power distance
¤ Short-term orientation
¤ Associated with executive‘s adherence to existing strategy
11. Study Hofstede et al. 2002
¤ Individualism and long-term orientation
¤ correlated positively with
¤ importance of profits in upcoming years
¤ Power distance
¤ correlated negatively with
¤ staying with the law
12. Culture‘s influences
¤ Culture affects
¤ the use of power
¤ influence tactics
¤ Individualistic cultures put emphasis on
¤ Coercive power
¤ Collectivistic cultures put more emphasis on
¤ Expert power
13. Study Rao et al. 1997
¤ Japanese managers were similar to U.S. managers in their
use of
¤ Assertiveness
¤ Sanctions
¤ Appeals to third parties
¤ Japanese mangers used culture specific influence
strategies (i.e. appeals to firm‘s authority, personal
development)
14. Study of Fu et al. 2004
¤ Perceived effectiveness of influence strategies is influenced
by
¤ individual-level variables (e.g., beliefs) and
¤ macro-level variables (e.g., national culture values)
¤ For example: individuals who believed in fate control are
¤ more likely to use assertive and relationship-based influence
strategies
¤ Particularly in societies high on
¤ future orientation
¤ In-group collectivism
¤ Uncertainty avoidance
15. Transformational and transactional
leadership
¤ Bass (1997) argued that they are
¤ Universal dimensions
¤ Tranformational more effective than transactional
¤ Yet: evidence for culture specific enactment of these
dimensions
¤ And additional dimensions in other cultures
16. Svadharma
¤ Indian svadharma orientation (following one‘s duty)
¤ As important component for transformational leaders in
India
17. Predictors of charismatic leadership
¤ Collectivism
¤ Organic organizational structures
¤ Manifestation of charisma vary across cultures!!!
18. Discourse analysis of speeches of
global leaders
¤ A strong voice with ups and downs was associated with
¤ perception of enthusiasm
¤ in Latin American cultures
¤ A monotonous tone of voice associated with
¤ perception of respect and self-control
¤ in Asian cultures
20. Culture
¤ Moderates relationship between
¤ leadership and
¤ employee‘s outcomes
21. Transformational leadership in
collectivistic cultures
¤ Collectivism strengthens the effect of transformational
leadership on
¤ employees‘ job satisfaction
¤ Organizational attitudes
¤ Turnover attention
¤ Transformational leadership enhanced creativity in
followers with
¤ High conservatism values in Korea
22. Participative leadership
¤ Improved profitability of work units in countries with
relatively low power distance
¤ but did not affect profitability in high-power-distance
ones
23. Leadership behavior
¤ Positive impact on employee outcomes across five
countries if
¤ Leader supportivness
¤ Contingent reward
¤ Charismatic leadership
¤ Differential impact if
¤ Participation
¤ Direcitve leadership (positive only in Taiwan and Mexico)
¤ Contingent punishment (positive only in U.S.)
24. Level of innovation
¤ In Russian culture facilitated by
¤ Charisma
¤ Demosntration of confidence
¤ Idealized influence
¤ Active/passive management by exception
¤ In Sweden facilitated by
¤ Inspirational motivation
¤ Intellectual stimulation
25. Role stress and ambiguity
¤ Initiating structure decreased role stress and ambiguity
¤ in the U.S. but not in India
¤ Consideration
¤ decreased these negative experiences and
¤ enhanced organizational commitment in both cultures
27. Paternalistic leadership
¤ Scales developed and validated by Aycan and
colleagues (Aycan et al. 2000, Aycan 2006)
¤ Paternalistic leadership has a positive impact on
¤ employee attitudes in
¤ collectivistic and
¤ high-power-distance cultures
28. Guanxi
¤ In the Chinese culture the social connections between
people that are based implicitly on mutual interest and
benefits.
¤ When guanxi is established, people can ask a favor from
each other with the expectation that the debt incurred
will be repaid sometime in the future (Yang 1994, pp. 1-2)
¤ For further information
¤ http://chinese-school.netfirms.com/guanxi.html
29. Guanxi and leadership
¤ Distinct concept from leadership member exchange
(LMX) and from commitment to the supervisor
¤ Has explanatory power for supervisory decisions on
promotion and
¤ reward allocation after controlling for performance
30. Positive leadership outcomes
¤ In multicultural work settings if
¤ Setting cooperative goals
¤ Using cooperative conflict management strategies
¤ Having a leader-follower match in ethnicity