This document discusses cross-cultural leadership and analyzes different leadership styles in a cross-cultural context. It begins by defining cross-cultural leadership and examining the authentic leadership model, which has four dimensions: transparency, self-awareness, balanced processing, and ethical/moral leadership. It then connects these dimensions to Hofstede's cultural dimensions of power distance, individualism vs collectivism, and uncertainty avoidance. The document analyzes how transformational, transactional, and servant leadership styles may apply across cultures and concludes that leadership styles must be adapted to fit different cultural and organizational contexts.
Vijender Singh is an Indian Olympic boxer from Haryana. He won bronze medals at the 2006 Asian Games and 2009 World Amateur Boxing Championships. At the 2008 Beijing Olympics, he won India's first ever Olympic medal in boxing, a bronze. He has also won medals at the Commonwealth Games. Vijender turned professional in 2015 and has had a successful career.
The document analyzes the strengths and weaknesses of Pakistan's Objective Resolution passed in 1949. It established Islam as the guiding principle but was opposed by non-Muslims in the assembly. While it allowed for a constitution and fundamental rights, it declared sovereignty belonging to Allah and requiring Muslims to follow Islamic teachings. This went against Quaid-e-Azam Jinnah's vision of equal citizenship regardless of religion. In the end, the Resolution passed but failed to satisfy non-Muslim objections, compromising Pakistan's secular foundations.
Volunteering Experiences Project which was given by SIES College Of Management for First Year MBA Grads for two weeks for Experiencing the importance of CSR in Corporate. The Project we Choose was for Welfare for the Animal esp-Dogs and Cats
NEAA is an NGO which was founded on April 22, 2015 by four individuals, who came together to fight against the various atrocities the voiceless go through every single day. There is this one common goal which has united them and they have pledged their time and sincere efforts to, and that is to eradicate Animal abuse.
This NGO wish to spread awareness, treat the sick, free the captive and re home the homeless. It's a humble attempt at spreading harmony in the society and helping the vulnerable out.
Sponsor an African Child with Amitofo Care Centre. ACC in fundraising activities to generate financial support mainly to sponsor orphans in the centres.
Sectarianism is a social problem in Pakistan that promotes discrimination and hatred between religious sects or groups. It has resulted in massive killings in Karachi and elsewhere. To strive for peace, sectarianism should be discouraged by the government and social groups at both the national and individual levels by promoting tolerance and harmony between all people.
A view of SardarVallabhabhai Patell scp 31/10/2014Sc Pattar
Sardar Vallabhbhai Patel was an Indian independence leader who served as the first Home Minister and Deputy Prime Minister of India. He was born in 1875 in Gujarat and played a leading role in the country's struggle for independence. As Home Minister, Patel integrated the princely states into the Indian union after independence, earning him the title "Iron Man of India". He helped organize farmers' movements against the British and later promoted non-violent civil disobedience. Patel passed away in 1950 due to health issues. He is remembered for unifying India and establishing a strong foundation for the new republic.
Vijender Singh is an Indian Olympic boxer from Haryana. He won bronze medals at the 2006 Asian Games and 2009 World Amateur Boxing Championships. At the 2008 Beijing Olympics, he won India's first ever Olympic medal in boxing, a bronze. He has also won medals at the Commonwealth Games. Vijender turned professional in 2015 and has had a successful career.
The document analyzes the strengths and weaknesses of Pakistan's Objective Resolution passed in 1949. It established Islam as the guiding principle but was opposed by non-Muslims in the assembly. While it allowed for a constitution and fundamental rights, it declared sovereignty belonging to Allah and requiring Muslims to follow Islamic teachings. This went against Quaid-e-Azam Jinnah's vision of equal citizenship regardless of religion. In the end, the Resolution passed but failed to satisfy non-Muslim objections, compromising Pakistan's secular foundations.
Volunteering Experiences Project which was given by SIES College Of Management for First Year MBA Grads for two weeks for Experiencing the importance of CSR in Corporate. The Project we Choose was for Welfare for the Animal esp-Dogs and Cats
NEAA is an NGO which was founded on April 22, 2015 by four individuals, who came together to fight against the various atrocities the voiceless go through every single day. There is this one common goal which has united them and they have pledged their time and sincere efforts to, and that is to eradicate Animal abuse.
This NGO wish to spread awareness, treat the sick, free the captive and re home the homeless. It's a humble attempt at spreading harmony in the society and helping the vulnerable out.
Sponsor an African Child with Amitofo Care Centre. ACC in fundraising activities to generate financial support mainly to sponsor orphans in the centres.
Sectarianism is a social problem in Pakistan that promotes discrimination and hatred between religious sects or groups. It has resulted in massive killings in Karachi and elsewhere. To strive for peace, sectarianism should be discouraged by the government and social groups at both the national and individual levels by promoting tolerance and harmony between all people.
A view of SardarVallabhabhai Patell scp 31/10/2014Sc Pattar
Sardar Vallabhbhai Patel was an Indian independence leader who served as the first Home Minister and Deputy Prime Minister of India. He was born in 1875 in Gujarat and played a leading role in the country's struggle for independence. As Home Minister, Patel integrated the princely states into the Indian union after independence, earning him the title "Iron Man of India". He helped organize farmers' movements against the British and later promoted non-violent civil disobedience. Patel passed away in 1950 due to health issues. He is remembered for unifying India and establishing a strong foundation for the new republic.
Evaluation Report on media literacy course introduction to Ukrainian secondar...Irina Negreyeva
- All surveyed lecturers from regional postgraduate pedagogical training institutes (OPPTI) have completed media literacy training at the Academy of Ukrainian Press and teach the subject at their respective institutions.
- Lecturers develop their own materials based on Ministry of Education guidelines and use resources from the Academy of Ukrainian Press website. However, the media literacy curriculum has limited hours and implementation in schools faces challenges like lack of equipment and interest from administrators.
- Over the past 2.5 years, lecturers have provided media literacy introduction to over 73,000 trainees, including over 53,000 teachers, and in-depth training to 680 teachers through specialized courses. Monitoring of media literacy in schools is limited to regions
Este documento presenta las normas de seguridad para la sala de sistemas de un instituto técnico. Las normas incluyen limpiarse los pies antes de entrar, no ingresar con alimentos o bebidas, apagar los equipos después de terminar, prohibir la instalación de software sin autorización y el uso de redes sociales o juegos a menos que el profesor lo permita. También se prohíbe acceder a páginas inapropiadas, comunicar cualquier problema con los equipos al profesor, realizar aseo después de clase y
El documento presenta un diagnóstico sobre el conocimiento y uso de herramientas digitales y plataformas virtuales por parte de los participantes de un curso-taller sobre estrategias y recursos didácticos. Los participantes deben marcar con una X qué logotipos, software, herramientas de presentación, plataformas virtuales y servicios de almacenamiento en la nube conocen y usan. Adicionalmente, deben proveer información personal como nombre, fecha, escuela de procedencia y contacto.
Стомированные пациенты — уход в стационаре и на домуallnurses
Конференция «Патронажный уход в XXI веке».
Презентация Калашниковой Ирины Анатольевны, врача высшей категории, руководителя Центра реабилитации пациентов с нарушениями функции выделения ФГБУ «ГНЦК им. А.Н. Рыжих» МЗ РФ (Москва)
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses leadership styles across different cultures. It begins by describing the objectives of examining leadership philosophies and comparing approaches in regions like Europe, Japan, China, the Middle East, and developing countries. It then provides an overview of leadership theories like McGregor's Theory X, Theory Y and Theory Z. The document proceeds to analyze leadership behaviors, comparing authoritarian, paternalistic and participative styles. It also examines differences between leadership in Japan and the US. Further sections explore approaches in China, the Middle East, and countries like India. The document concludes by discussing universal leadership qualities and the GLOBE study findings on effective cultural leadership.
The document discusses what makes effective leadership. It lists personal traits like self-confidence, initiative, and communication skills, as well as managerial traits such as administrative ability, technical knowledge, and ability to deal with people, that effective leaders possess. It also discusses prerequisites of leadership like developing voluntary cooperation, exercising authority when needed, building confidence in followers, and effective communication. The document emphasizes that true leadership requires confidence, courage to make tough decisions, and compassion for others' needs.
Weleda hat sich für ein neues Intranet entschieden. Dabei stand HIRSCHTEC als ein Partner bei der Konzeption und während der technischen Implementierung zur Seite.
Entdecken Sie mehr: http://hirschtec.eu/referenz-weleda/
Leadership presentation by Future Vision ForumQayyum Nizami
This document discusses different leadership styles and qualities of effective leaders. It defines leadership as "the process of influencing activities toward goal achievement" and outlines three key parts of the leadership process: focusing on the goal, building caring relationships, and equipping followers. The document also contrasts bosses with leaders, noting that leaders develop people and help them succeed. It then examines autocratic, democratic, and laissez-faire leadership styles, providing examples of when each may be most effective. The characteristics of good leaders are listed as honesty, delegation, communication, confidence, commitment, positive attitude, inspiration, and creativity.
The document provides an outline for a chapter on leadership that discusses various theories and models of leadership, including: early trait and behavioral theories; contingency theories like Fiedler's model and situational leadership theory; contemporary views of transactional and transformational leadership; and issues for modern leadership like developing trust, ethics, empowerment, and cross-cultural leadership. It summarizes the key aspects of each leadership theory or model in 2-3 sentences and includes exhibits to illustrate concepts like the managerial grid and path-goal theory.
Definition of leadership ppt 2 bec domsBabasab Patil
The document provides definitions of leadership from various sources, describing it as:
1) Getting people to willingly do what you want in the way you want because they want to do it.
2) Doing the right things and mastering paradoxes.
3) A reciprocal relationship where leaders influence followers.
Leadership is also defined as influence, mobilizing followers toward shared goals, and getting others to want to do something the leader is convinced should be done. Good leaders relate to, organize, achieve, think, envision, and endure. They make positive things happen.
Service Ecology: Design Issues for Hospital Infection Prevention and Control ...ServDes
This document discusses the development of a tablet-based visualization tool called VisionOn to help train hospital staff on infection prevention and control. It aims to address issues like the lack of adherence to IPC protocols, lack of understanding of pathogens, and outdated IPC training materials which all contribute to the growing problem of antimicrobial resistance. The tool would visualize data on the key actors in the hospital service ecosystem - healthcare workers, pathogens, and the hospital environment - and their interactions, drawing from observational studies on hand touchpoints. This approach could help improve staff training and understanding of infection risks and protocols.
The document discusses leadership style and organizational effectiveness. It begins with an introduction on leadership and provides definitions of leadership. It then covers various leadership theories such as transformational, transactional, and contingency leadership theories. It also discusses six different leadership styles identified by research. The document uses Apple Inc. as a case study, providing a timeline of key events and analyzing Steve Jobs' transformational leadership style. It discusses the impact of Jobs' style on organizational behavior at the individual and group level. Finally, it explores the relationship between leadership, organizational climate, and organizational effectiveness.
This document discusses leadership styles and organizational effectiveness within Sony-Ericsson. It begins with definitions of leadership and an overview of different leadership theories. It then provides background on Sony and Ericsson's structures and cultures prior to forming a joint venture. The partnership combined Sony's consumer electronics expertise with Ericsson's telecom experience. The document evaluates the leadership decisions at the time and how they would affect current situations. It stresses the importance of addressing cultural gaps upfront and having clear, supported goals and strategies for organizational effectiveness and sustainability.
The document discusses transformational leadership, which refers to a leadership approach that causes change in individuals and social systems. It involves motivating followers through inspiration, raising morality and values. Theories by House, Bass, and others see transformational leadership as moving followers to higher-level needs and addressing long-term goals through idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The document also outlines strengths, criticisms and applications of transformational leadership.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Teks tersebut memberikan soal pilihan ganda dan essay singkat tentang pelajaran bahasa Indonesia pada semester satu. Teks tersebut berisi 20 pertanyaan pilihan ganda dan 5 poin essay yang mencakup materi tentang penggunaan kata depan, tanda baca, kata tanya, sifat kata, dan puisi pendek.
This walk guide summarizes a medium length walk starting and ending in the village of West Burton in Yorkshire Dales, England. The walk takes around 2.5 hours and passes through countryside, following footpaths and lanes. A highlight is Aysgarth Falls, where walkers can stop for a picnic. Detailed directions are provided with landmarks to navigate between stiles, gates, and turns along the route to and from the falls. Parking is available in West Burton.
The document discusses definitions of leadership and culture. It states that while there is no agreed-upon definition, leadership generally involves intentionally influencing others towards some objective, and culture involves shared knowledge and meaning systems among group members. Cross-cultural leadership is defined as a leader intentionally influencing members of a culturally different group through appealing to their shared knowledge and meaning systems. Research on cross-cultural leadership has used emic and etic approaches, and found both universal behaviors associated with effectiveness across cultures, as well as culturally contingent behaviors.
Evaluation Report on media literacy course introduction to Ukrainian secondar...Irina Negreyeva
- All surveyed lecturers from regional postgraduate pedagogical training institutes (OPPTI) have completed media literacy training at the Academy of Ukrainian Press and teach the subject at their respective institutions.
- Lecturers develop their own materials based on Ministry of Education guidelines and use resources from the Academy of Ukrainian Press website. However, the media literacy curriculum has limited hours and implementation in schools faces challenges like lack of equipment and interest from administrators.
- Over the past 2.5 years, lecturers have provided media literacy introduction to over 73,000 trainees, including over 53,000 teachers, and in-depth training to 680 teachers through specialized courses. Monitoring of media literacy in schools is limited to regions
Este documento presenta las normas de seguridad para la sala de sistemas de un instituto técnico. Las normas incluyen limpiarse los pies antes de entrar, no ingresar con alimentos o bebidas, apagar los equipos después de terminar, prohibir la instalación de software sin autorización y el uso de redes sociales o juegos a menos que el profesor lo permita. También se prohíbe acceder a páginas inapropiadas, comunicar cualquier problema con los equipos al profesor, realizar aseo después de clase y
El documento presenta un diagnóstico sobre el conocimiento y uso de herramientas digitales y plataformas virtuales por parte de los participantes de un curso-taller sobre estrategias y recursos didácticos. Los participantes deben marcar con una X qué logotipos, software, herramientas de presentación, plataformas virtuales y servicios de almacenamiento en la nube conocen y usan. Adicionalmente, deben proveer información personal como nombre, fecha, escuela de procedencia y contacto.
Стомированные пациенты — уход в стационаре и на домуallnurses
Конференция «Патронажный уход в XXI веке».
Презентация Калашниковой Ирины Анатольевны, врача высшей категории, руководителя Центра реабилитации пациентов с нарушениями функции выделения ФГБУ «ГНЦК им. А.Н. Рыжих» МЗ РФ (Москва)
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses leadership styles across different cultures. It begins by describing the objectives of examining leadership philosophies and comparing approaches in regions like Europe, Japan, China, the Middle East, and developing countries. It then provides an overview of leadership theories like McGregor's Theory X, Theory Y and Theory Z. The document proceeds to analyze leadership behaviors, comparing authoritarian, paternalistic and participative styles. It also examines differences between leadership in Japan and the US. Further sections explore approaches in China, the Middle East, and countries like India. The document concludes by discussing universal leadership qualities and the GLOBE study findings on effective cultural leadership.
The document discusses what makes effective leadership. It lists personal traits like self-confidence, initiative, and communication skills, as well as managerial traits such as administrative ability, technical knowledge, and ability to deal with people, that effective leaders possess. It also discusses prerequisites of leadership like developing voluntary cooperation, exercising authority when needed, building confidence in followers, and effective communication. The document emphasizes that true leadership requires confidence, courage to make tough decisions, and compassion for others' needs.
Weleda hat sich für ein neues Intranet entschieden. Dabei stand HIRSCHTEC als ein Partner bei der Konzeption und während der technischen Implementierung zur Seite.
Entdecken Sie mehr: http://hirschtec.eu/referenz-weleda/
Leadership presentation by Future Vision ForumQayyum Nizami
This document discusses different leadership styles and qualities of effective leaders. It defines leadership as "the process of influencing activities toward goal achievement" and outlines three key parts of the leadership process: focusing on the goal, building caring relationships, and equipping followers. The document also contrasts bosses with leaders, noting that leaders develop people and help them succeed. It then examines autocratic, democratic, and laissez-faire leadership styles, providing examples of when each may be most effective. The characteristics of good leaders are listed as honesty, delegation, communication, confidence, commitment, positive attitude, inspiration, and creativity.
The document provides an outline for a chapter on leadership that discusses various theories and models of leadership, including: early trait and behavioral theories; contingency theories like Fiedler's model and situational leadership theory; contemporary views of transactional and transformational leadership; and issues for modern leadership like developing trust, ethics, empowerment, and cross-cultural leadership. It summarizes the key aspects of each leadership theory or model in 2-3 sentences and includes exhibits to illustrate concepts like the managerial grid and path-goal theory.
Definition of leadership ppt 2 bec domsBabasab Patil
The document provides definitions of leadership from various sources, describing it as:
1) Getting people to willingly do what you want in the way you want because they want to do it.
2) Doing the right things and mastering paradoxes.
3) A reciprocal relationship where leaders influence followers.
Leadership is also defined as influence, mobilizing followers toward shared goals, and getting others to want to do something the leader is convinced should be done. Good leaders relate to, organize, achieve, think, envision, and endure. They make positive things happen.
Service Ecology: Design Issues for Hospital Infection Prevention and Control ...ServDes
This document discusses the development of a tablet-based visualization tool called VisionOn to help train hospital staff on infection prevention and control. It aims to address issues like the lack of adherence to IPC protocols, lack of understanding of pathogens, and outdated IPC training materials which all contribute to the growing problem of antimicrobial resistance. The tool would visualize data on the key actors in the hospital service ecosystem - healthcare workers, pathogens, and the hospital environment - and their interactions, drawing from observational studies on hand touchpoints. This approach could help improve staff training and understanding of infection risks and protocols.
The document discusses leadership style and organizational effectiveness. It begins with an introduction on leadership and provides definitions of leadership. It then covers various leadership theories such as transformational, transactional, and contingency leadership theories. It also discusses six different leadership styles identified by research. The document uses Apple Inc. as a case study, providing a timeline of key events and analyzing Steve Jobs' transformational leadership style. It discusses the impact of Jobs' style on organizational behavior at the individual and group level. Finally, it explores the relationship between leadership, organizational climate, and organizational effectiveness.
This document discusses leadership styles and organizational effectiveness within Sony-Ericsson. It begins with definitions of leadership and an overview of different leadership theories. It then provides background on Sony and Ericsson's structures and cultures prior to forming a joint venture. The partnership combined Sony's consumer electronics expertise with Ericsson's telecom experience. The document evaluates the leadership decisions at the time and how they would affect current situations. It stresses the importance of addressing cultural gaps upfront and having clear, supported goals and strategies for organizational effectiveness and sustainability.
The document discusses transformational leadership, which refers to a leadership approach that causes change in individuals and social systems. It involves motivating followers through inspiration, raising morality and values. Theories by House, Bass, and others see transformational leadership as moving followers to higher-level needs and addressing long-term goals through idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The document also outlines strengths, criticisms and applications of transformational leadership.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
This document discusses the relationship between strategy, leadership, and culture in organizations. It states that strategy provides long-term direction, leadership is key to implementing strategy, and culture is shaped by leaders and embodies the organization's values and practices. Effective strategic leadership requires understanding how to align strategy and culture while empowering others. The founder's leadership style often shapes the initial culture, but this may later constrain the organization if not adapted over time.
Teks tersebut memberikan soal pilihan ganda dan essay singkat tentang pelajaran bahasa Indonesia pada semester satu. Teks tersebut berisi 20 pertanyaan pilihan ganda dan 5 poin essay yang mencakup materi tentang penggunaan kata depan, tanda baca, kata tanya, sifat kata, dan puisi pendek.
This walk guide summarizes a medium length walk starting and ending in the village of West Burton in Yorkshire Dales, England. The walk takes around 2.5 hours and passes through countryside, following footpaths and lanes. A highlight is Aysgarth Falls, where walkers can stop for a picnic. Detailed directions are provided with landmarks to navigate between stiles, gates, and turns along the route to and from the falls. Parking is available in West Burton.
The document discusses definitions of leadership and culture. It states that while there is no agreed-upon definition, leadership generally involves intentionally influencing others towards some objective, and culture involves shared knowledge and meaning systems among group members. Cross-cultural leadership is defined as a leader intentionally influencing members of a culturally different group through appealing to their shared knowledge and meaning systems. Research on cross-cultural leadership has used emic and etic approaches, and found both universal behaviors associated with effectiveness across cultures, as well as culturally contingent behaviors.
This document discusses exploring the concept of ethical leadership in multicultural teams. It summarizes:
1) There are two problems with existing research on ethical leadership - it assumes shared meaning across cultures based on manager surveys, and the concept of human dignity in this context is underexplored.
2) The research topic aims to contribute to the humanistic leadership narrative by exploring how members of multicultural teams experience and define elements of ethical leadership as it relates to well-being and human dignity.
3) The research questions focus on how team members experience well-being, ethical leadership behaviors, and human dignity thresholds in multicultural settings.
Servant, authentic and ethical leadership are models which have been.docxmanningchassidy
Servant, authentic and ethical leadership are models which have been successful not only in different types of organizations, but also in different cultures and in different countries. Using the overview of global leadership provided in this week’s lecture and readings, do you believe this to be a valid statement? In other words, are these leadership theories effective global leadership models? Why or why not? Support your position with global examples and appropriate references.
Week Six Lecture
Global Leadership
One of the most rapidly increasing sources of diversity in organizations is globalization, which means hiring employees in many different countries. Due to globalization, organizations are confronting diversity issues more than ever before. To handle the challenges of global diversity, leaders can develop cross-cultural understandings and build networks.
Consider how behavior is perceived from culture to culture. All leaders need to be aware of the impact a culture and its values have on their dealings with employees. Valuing diversity and enabling all individuals to develop unique talents is difficult to achieve. People of different national origins, races, and religions make up our increasingly global economy. Leaders can create change in organizations that will help the organization remain competitive and viable.
Dimensions of diversity are both primary (age, gender, and race) and secondary (education, marital status, and religion). There are several reasons why organizations are recognizing the need to value and support diversity, including the following: it helps organizations build better relationships with diverse customers; it helps develop employee potential; and it provides a broader and deeper base of experience or creativity in problem-solving, which is essential to the development of learning organizations. Leaders must be aware of the impact culture may have and consider cultural differences in their dealings with followers. Strong, culturally sensitive leadership is the only way organizations can adopt an awareness of diversity.
Reflecting on Leadership
There are many different theories of leadership, and the similarities and differences cannot be understood without exploring their applications to organizations. Many theories are similar to the historical trait or behavior theories and define unique capacities or competencies. Understanding the characteristics and underlying framework of these theories enables leaders to define their own leadership theories based on their world views. Developing a personal theory of leadership requires an understanding of the components of each theory, as well as knowledge of how those components are related or how they may conflict. Leadership research often uses capacity-based instruments that measure a particular leadership approach or style.
Conclusion
The theories of leadership and research in leadership from the past have evolved into the many c ...
1. Leadership is a key element for all organizations but its function is complicated by globalization and technology development. Effective leadership is important for managing cross-cultural teams.
2. Global leaders must develop skills to deal with organizational challenges in multicultural workplaces. It is important to identify vital leadership skills for success as a global leader.
3. Factors like cultural diversity, gender differences, and technology development present challenges for global leaders and affect leadership practices in international organizations. Developing cross-cultural competencies is important for global leaders to be effective in diverse environments.
Global leadership can be considered as emerging. The emerging natu.docxwhittemorelucilla
Global leadership can be considered as emerging. The emerging nature of global leadership has attracted numerous inputs from diverse and multidisciplinary dimensions. The growth in interest in global leadership can serve as a curse or as a blessing to its promising but young and relatively naïve and open field. Per a review of the literature on global leadership, various distinctions point to the understanding that cultural dynamic involving multiculturalism, cross-cultural, intercultural, and cultural differences are critical to the understanding and advancement of global leadership towards global leadership competencies, effectiveness and so forth. As such, this understanding is expected to underscore the conceptualization and practice of global leadership going forward.
New Meanings in Global Leadership Competence: Discovering Approaches of Conceptualizing and Operationalizing Multicultural Leadership in Global Occupational Settings
Cultural dynamic-cultural diversity, intercultural, cross-cultural, and multicultural-is increasing in its criticality towards global leadership competencies and effectiveness (Mendenhall, Osland, Bird, Oddou, & Maznevski, 2008). Leaders within organizations oriented towards multiculturalism are expected to be multiculturally competent (Canen, & Canen, 2008). These leaders are, for example, required to be multiculturally accountable towards the institutionalizing of cultural flexibility and diversity (Canen, & Canen, 2008). Moreover, multiculturally competent leadership has been identified as a potential source of conflict management in organizations (Canen, & Canen, 2008). Globally oriented companies are also cautioned to consider as critical and integral to their efforts multicultural leadership (Muna, 2011) if they intend to sustain their global competitive advantage since “multicultural leaders are cosmopolitan and worldly, they have acquired the cultural sensitivity necessary to bridge cultures (even when working within the same country) and can conduct business effectively across national borders” (Muna, 2011, p. 90). In addition to the criticality of effective global leadership to the success of global organizations (Butler, Zander, Mockaitis, & Sutton, 2012; Tung & Varma, 2008, as cited in Lisak & Erez, 2015: Mendenhall et al., 2008) leaders who develop the potential to emerge within a multicultural occupational settings or teams are seen to be more oriented towards global identity, cultural diversity, and cultural intelligence (Lisak & Erez, 2015). Regarding stakeholder issues in organizations, there has arisen the need to manage ethnocentrism and ethnorelativism challenges via ethnopluralism (Snaiderbaur, 2012).
The developments highlighted above are a few of the vast array of growing developments associated with the undeniable growth in stature and impact of globalization and multinational organizations that increasingly pose emerging challenges to leadership and management and ...
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
Cultural leadership and limitations.pptxjamil344886
Cultural leadership and limitations
This document discusses cultural model leadership and its limitations. Cultural model leadership is influenced by the cultural context and recognizes how cultural values shape effective leadership. Key aspects of cultural model leadership include cultural intelligence, contextual understanding, relationship building, inclusive decision-making, adaptability, cultural sensitivity, conflict resolution, and promoting diversity. However, there are some limitations, such as the risk of imposing a single culture on others or underestimating subcultures within organizations. Leaders also cannot fully determine or control the culture. While symbols of culture can be promoted, underlying realities may not actually change.
Running head Annotated bibliographyAnnotated bibliography 2.docxSUBHI7
Running head: Annotated bibliography
Annotated bibliography 2
Good. Make the title above in CAPITAL LETTERS
Annotated bibliography
Faraji C. Edwards
Walden University
:
Bird, A. M. (2012). Defining the content domain of the intercultural competence for global leaders. New York: Publishing company Journal of Managerial Psychology. – bold is not needed. Use a hanging indent. See how this is listed in the course
As creating great global pioneers should be a critical need for organizations in the global business world,why? there has been extensive research in this article on what?. In spite of this, there is limited research on the efficient worldwide initiative competency structure considering both its levels and measurements and on individual capabilities. The motivation behind this article is to make a hypothesis based integrative system that can be used in recognizing the skills containing global leadership. To achieve this purpose, an integrative literature review was completed? on competency theory and global leadership, bringing about the improvement of an integrative structure for global initiative competency.
Skills have been characterized with terms portraying certain individual attributes, practices, attitudes, qualities, and information, and many existing systems are combinations of these. In existing exploration, diverse sorts of measurements have regularly been combined and regarded as equivalents. A particular quality in one structure is supplanted with relating conduct in another. By and large, choice of important abilities has produced much contention since the significance of capabilities is observed to shift with the assignment and association included (Bird, 2012).
· In this article, worldwide leadership abilities are viewed as those all-inclusive qualities that empower people to play out their employment outside their own particular national and also authoritative culture, regardless of what their instructive or ethnically foundation is, what useful range their expected set of responsibilities speaks to, or what association they come from. While trying to assemble a more integrative system for worldwide initiative skills, this paper endeavors to apply a more synergistic approach and concentrate on likenesses over a variety of results, and on finding those sorts of abilities that are vital when working crosswise over societies – all around the world. Faraji, this is good information. Also dsicuss the other aspects listed in the instructions - Discuss the scope of the resource
· Discuss the purpose and philosophical approach
· Discuss the underlying assumptions
· If referring to a research reporting article, present the methodology
· Relate the resource to the body of resources you have consulted in this course
· Discuss any evident limitations and opportunities for further inquiry
Caligiuri, P. (2006). Developing global leaders. London: Human Resource Management Review. – See how this is listed in the cours ...
Running head Annotated bibliographyAnnotated bibliography 8.docxSUBHI7
Running head: Annotated bibliography
Annotated bibliography 8
Good. Make the title above in CAPITAL LETTERS
Annotated bibliography
Faraji C. Edwards
Walden University
:
Bird, A. M. (2012). Defining the content domain of the intercultural competence for global leaders. New York: Publishing company Journal of Managerial Psychology. – bold is not needed. Use a hanging indent. See how this is listed in the course
As creating great global pioneers should be a critical need for organizations in the global business world,why? there has been extensive research in this article on what?. In spite of this, there is limited research on the efficient worldwide initiative competency structure considering both its levels and measurements and on individual capabilities. The motivation behind this article is to make a hypothesis based integrative system that can be used in recognizing the skills containing global leadership. To achieve this purpose, an integrative literature review was completed? on competency theory and global leadership, bringing about the improvement of an integrative structure for global initiative competency.
Skills have been characterized with terms portraying certain individual attributes, practices, attitudes, qualities, and information, and many existing systems are combinations of these. In existing exploration, diverse sorts of measurements have regularly been combined and regarded as equivalents. A particular quality in one structure is supplanted with relating conduct in another. By and large, choice of important abilities has produced much contention since the significance of capabilities is observed to shift with the assignment and association included (Bird, 2012).
· In this article, worldwide leadership abilities are viewed as those all-inclusive qualities that empower people to play out their employment outside their own particular national and also authoritative culture, regardless of what their instructive or ethnically foundation is, what useful range their expected set of responsibilities speaks to, or what association they come from. While trying to assemble a more integrative system for worldwide initiative skills, this paper endeavors to apply a more synergistic approach and concentrate on likenesses over a variety of results, and on finding those sorts of abilities that are vital when working crosswise over societies – all around the world. Faraji, this is good information. Also dsicuss the other aspects listed in the instructions - Discuss the scope of the resource
· Discuss the purpose and philosophical approach
· Discuss the underlying assumptions
· If referring to a research reporting article, present the methodology
· Relate the resource to the body of resources you have consulted in this course
· Discuss any evident limitations and opportunities for further inquiry
Caligiuri, P. (2006). Developing global leaders. London: Human Resource Management Review. – See how this is listed in the cours ...
1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
The chapter discusses the origins and development of the field of global leadership. It traces how early approaches to studying leadership focused on traits, behaviors, situations, and power/influence. More recent theories examine universal vs contingency approaches and leader vs follower-centered perspectives. The field of global leadership emerged from studies of international business, multinational corporations, and expatriate managers in the 1950s-1990s. Global leadership involves higher complexity due to increased multiplicity, interdependence, ambiguity within constantly changing global systems.
Cross administrative culture and valuesANWARUL WADUD
Global Culture and Values, revealing how values and beliefs typically impact administrative interactions and influence administrative behaviour. It poses three major arenas for cross culture administrative skills:the domestic work environment, the integration of organisational cultures and values and the international or cross border market place cultural values.
Leadership in a Global Environment Due on Wednesday 12 noon Centra.docxDIPESH30
Leadership in a Global Environment Due on Wednesday 12 noon Central Time. 300 word response APA STYLE IN A WORD DOCUMENT. References are required
When you consider leadership in a global environment, two main issues may come to mind. First, different countries and parts of the world approach leadership differently. Different cultural backgrounds influence leaders’ values, characteristics, and styles. The assigned article, “ Research on Leadership in a Cross-Cultural Context: Making Progress, and Raising New Questions” reviews studies about the influence of culture on leadership. This article emphasizes the work of psychologist Geert Hofstede and The Global Leadership and Organizational Behavior Effectiveness (GLOBE) project. Hofstede identified five cultural dimensions that help to explain differences in what is valued in leaders in different cultures and countries. The GLOBE project expanded these dimensions to nine and identified them as power distance, uncertainty avoidance, humane orientation, institutional collectivism, in-group collectivism, assertiveness, gender egalitarianism, future orientation, and performance orientation.
The second issue to consider in global leadership is that leaders are not limited to interactions within their own countries and cultures. As a result of technology and a global economy, leaders are expected to interact seamlessly with leaders across the globe as easily as they interact with leaders in their communities. It is valuable to consider the characteristics, skills, and strategies necessary to lead in this environment.
To prepare for this Discussion:
·
· Review the article, “Research on Leadership in a Cross-Cultural Context: Making Progress, and Raising New Questions." Pay particular attention to the Hofstede and GLOBAL cultural dimensions. Think about what it takes to be a leader in different countries and cultures, that is, the characteristics of leadership that are valued in different countries and cultures.
·
· Review “Developing Global Leaders” and note the five central strategies for developing global leaders.
·
· Review “Global Leadership from A to Z: Creating High Commitment Organizations.” Focus on the section titled, “Global Leadership.”
·
· Select one cultural dimension, and think about how it influences leadership effectiveness in two different cultures.
·
· Think about the characteristics, skills, and strategies that you believe are necessary for an effective leader in a global society.
With these thoughts in mind:
Post by Day3 the dimension you selected and explain how this dimension relates to or defines leadership effectiveness in two different cultures. Use specific examples. Then briefly summarize what you believe the role of an effective leader is in a global society. Finally, explain one characteristic, skill, or strategy you believe is most necessary for a leader to be effective in a global society and explain why.
Part 2 Due on Thursday February 18, 2016 300 at 12noon Cent ...
Relevance Of Personality And PsychopathyCarmen Martin
This document discusses leadership styles and organizational culture. It begins by defining leadership and describing Blake and Mouton's managerial grid model, which identifies five leadership styles based on concern for production and people. It then analyzes the leadership styles of Coach Krzyzewski and Coach Knight, concluding that Krzyzewski exemplifies team management while Knight alternates between country club management and authority-compliance. The document also examines organizational culture and the impact of different leadership approaches.
An interest in other lands and people is part of the human experieaman341480
This document discusses the evolution of globalism and culturally competent leadership. It notes that while 20 years ago leadership texts focused on Americans leading international companies, today it is recognized that leadership must appreciate diverse cultures from around the world. Culturally competent leaders value differences, respond positively to diversity, and possess skills like understanding contexts and nuances. They exhibit styles like servant leadership that value all people. As globalization increases, leadership requires understanding cultures within one's own organization and globally in order to create opportunities and fulfill goals across nations and societies.
This document summarizes key considerations for effective cross-cultural communication by managers. It discusses setting communication objectives that are realistic given a culture's views on control and timeframes. Choosing a communication style like telling, selling, consulting, or joining that fits a culture's attitudes toward authority, individualism/collectivism, and context. Assessing credibility based on a culture's views of rank, goodwill, expertise, image, and shared values. Selecting and motivating audiences by including the right people and appealing to issues like security, challenge, or quality of life based on a culture's work orientation. Finally, considering message structure, channel, and format suited to a culture's preferences.
This document provides an overview of effective communication in educational leadership. It begins with definitions of education management and leadership, distinguishing the two. Leadership is defined as involving social influence to structure groups, while management focuses more on maintaining operations. The document then discusses theories and concepts of communication, as well as the link between effective leadership and communication. The aim is to examine how successful leaders effectively communicate and analyze whether these methods apply universally or are context dependent. Limitations include not presenting new research and focusing primarily on developed countries.
A comperative study of organizational culture of sbi, icici, hdfc bankshweta mukherjee
This document is a mentoring report on the organizational culture of State Bank of India (SBI), ICICI Bank, and HDFC Bank. It includes an introduction to organizational culture, objectives of the study which are to study the current culture of the three banks and compare them to determine the best culture. The report will analyze data collected on the banks' cultures to draw inferences. It aims to generate information on the current work cultures and employees' perspectives within the banks.
1. CROSS-CULTURAL LEADERSHIP 1
TROY UNIVERSITY
MGT 6615
Ethical Leadership & Management in a
Global Economy
John M. Mankelwicz
Assignment: Final Term Paper
Topic: Cross-cultural leadership
Student: Chuong Quang Nguyen
ID : 1314316
3. CROSS-CULTURAL LEADERSHIP 3
Abstract
This paper gives a clear definition of cross-cultural leadership with the view that globalization
has given rise to a single economy. It examines the different leadership styles and seeks to
establish how these leadership styles are applied differently in different cultures. In order to
achieve this, it studies the concept of authentic leadership in length by exploring various
dimensions including: balanced processing, ethical/moral, transparency and self-awareness.
Under the authentic leadership concept, Hofstede’s ideas on culture are also mentioned to give a
wider conceptualization on cross-cultural leadership. We believe that organizations must see
developing countries, emerging markets, and different cultures as sources of innovation and
diversity, not something to be homogenized or conquered (Lawler, E., & Worley, C., 2011). The
paper aims at empowering leaders with insights about cultural diversity, so that they can
formulate appropriate strategies of adjusting their leadership styles to fit into different cultural
contexts. Besides, it will also ascertain whether servant, transformational and transactional
leadership can be applied in a cross-cultural context or not.
Keywords: cross-cultural leadership, authentic model, Hofstede, leadership styles
4. CROSS-CULTURAL LEADERSHIP 4
Introduction
As we shall examine in this paper, the aspect of cultural context plays a major role when
it comes to leadership (Bass & Avolio, 2004). Therefore, organizations need to develop
leadership styles that understands cultural context at the local and international level. The human
resource being very important in any given context, they need to be managed in a way that brings
out the best in them. As such, organizations endeavor to manage people in the best way possible
and often support theories of leadership whose approaches are specific to various cultural
contexts. Research on cross-cultural leadership helps in the understanding of cultural
eventualities under which some leadership styles can perform better as compared to others (Hall
& Hall, 2000). Furthermore, studying cross-cultural issues uncovers new trends through the
investigation of a variety of variables such as language, ethnicity, religion and political systems.
This paper will examine the various leadership styles such as transformational,
transactional and servant leadership, and their application in a cross-cultural context. Also an
examination of the styles will be done using the authentic leadership concept in order to establish
the effectiveness of every style under different cultural context. Finally, a discussion will be done
on the overall concept of leadership to enable the readers have a clear understanding on how
every cultural organization appraises and engages in different leadership styles.
Literature Review
Even though studies relating to leadership have been going on for decades, it is only in
recent times that focus has shifted to how leadership is affected by cultural context. With almost
90% of organizations today intending to expand internationally, it is important that they
understand the concept of cross-cultural leadership before they do so. A study which was
5. CROSS-CULTURAL LEADERSHIP 5
conducted by Hunt (2001) found out that the cross-cultural competence concept enabled leaders
to perform well under any culture unlike the understanding of language which only applies in
specific cultures. Understanding, respecting and accepting cultural differences is a necessary tool
for leadership effectiveness. He outlined some of the traits that define a cross-cultural leader
which include having a general intelligence, excellent interpersonal skills, courage, commitment,
business knowledge and above all skills of dealing with cross-cultural issues. In addition to that,
Avolio, Gardner & Walumbwa (2005) came up with three cross-cultural components: cultural
awareness, knowledge and cognition and cognitive complexity. They emphasized that when
work, personal and interpersonal domains converge, a leader is likely to be successful.
In the contemporary society, globalization has offered numerous cross-border
opportunities for multinational organizations which can only be realized with proper leadership
styles (Bass, 2000). Businesses are being globalized each day which requires leaders to have a
wider conceptualization of different cultures for their leadership to be effective under different
environments. Globalization has shifted focus from just leadership to cross-cultural leadership.
In the past, a lot of research was being done on leadership to try to determine the qualities that
constitute effective leadership. However, in the recent past, the importance of understanding
cultures has been incorporated into leadership. For instance, a leader who is used to one style of
leadership needs to adjust it to fit into different cultural contexts (Hall & Hall, 2000). As such,
cross-cultural leadership is studied using related theories that examine how leadership styles can
be altered so as to maintain their relevance in different environments.
6. CROSS-CULTURAL LEADERSHIP 6
Analysis
What is Cross-Cultural Leadership?
Even though there is no single definition of the term “cross-cultural leadership”, the term
can be said to refer to the way leaders behave when exposed to different cultures. It is the extent
to which leaders understand and respect people’s norms, beliefs and perceptions especially when
working in global environments (Shane, 1993). While leadership only refers to being in
possession of leading qualities, cross-cultural leadership adds the element of culture to
leadership. Understanding cultures is very important for any leadership, since the organizations
that they manage do not operate in a vacuum. Nonetheless, cross-cultural leadership does not
merely mean leadership across countries; it means leadership across cultures (Hall & Hall,
2000). Sometimes you might find two different countries having similar belief systems, thus not
requiring cross-cultural leadership. A successful leader with no cross-cultural leadership skills
may not be successful when exposed to a cross-cultural context.
Authentic Leadership Model
Authentic leadership represents one of the newest areas of leadership research. It focuses
on whether leadership is genuine and “real.” (Northouse, P. G, 2016). With a lot of studies being
done in the field of leadership and culture, an up-to-date leadership dimension has been brought
forth referred to as authentic leadership. This concept draws a lot of its reference to the
humanistic psychology and puts together several fields such as ethics and morality, positive
psychology and transformational leadership. Bass & Avolio (2004) define authentic leadership as
“a process that draws from both positive psychological capacities and a highly developed
organizational context, which results in both greater self-awareness and self regulated positive
7. CROSS-CULTURAL LEADERSHIP 7
behaviors on the part of leaders and associates, fostering positive self-development”. Authentic
leaders are individuals who know their values as well as those of their followers and act
consistently according to them. They communicate openly with a priority of developing growing
and developing positive emotions within other people. The concept of authentic leadership helps
leaders to manage people drawn from different cultures by focusing on their emotional and belief
system (Avolio, Gardner & Walumbwa, 2005). There are four dimensions of the authentic
concept that we shall use to study cross-cultural leadership.
To start with is the aspect of transparency. This can be considered to be openness in
communication as you share your intentions with the intended population. During
communication, a leader is expected to be clear and direct to the point on what he expects from
his followers as well as what results are expected. Give people a chance to trust you by avoiding
any hidden agendas (Bass, 2000). This is very crucial in a cross-cultural context, since foreigners
are likely to receive resistance from the local population. Locals are likely to view a foreigner as
an intruder, thus, transparency promotes trust and builds close relationship between a leader and
his followers. Moreover, such leaders should avoid relativism in different situations by treating
everyone equally despite their multiple differences.
Secondly, is the idea of self-awareness where individuals continually understand and
appreciate uniqueness, core values, beliefs, strengths, weaknesses and desires. Individuals were
created differently and none is similar to the other. These differences may arise from cultural
diversity or from within individuals, thus it is important for leaders to be aware of themselves as
well as their followers (Avolio, Gardner & Walumbwa, 2005). Uniqueness based on cultural
diversity defines people’s norms and belief system while uniqueness based on individual defines
strengths and weaknesses. By understanding this, it will be easier for leaders to manage their
8. CROSS-CULTURAL LEADERSHIP 8
followers in different situations. Furthermore, self-awareness fosters respect and understanding
as people feel appreciated and motivated in whatever they engage in.
The concept of balanced processing is also important in cross-cultural leadership because
it focuses on listening. People of different cultures have different ways of thinking and look at
things differently. Hence, it is important for a leader to give such people a chance to share their
ideas as they may widen his views on particular subjects (Seligman, 2002). For instance, a leader
in a new country may lack the best way to implement policies, but by sharing his intentions with
the locals, he will have an idea on how to go about it. Communication should always flow in two
ways and never in one way. Too much domineering in a new set up will make locals to feel left
out and even come up with resistance strategies. Two-way communication promotes satisfaction
and collaboration among the locals.
The last dimension is the ethical/moral concept which emphasizes on leaders to act in a
widely accepted manner. Morality is upheld when individuals act according to ethical standards.
Leaders should at all times try to uphold their integrity standards in order for their followers to
have confidence in them (Avolio, Gardner & Walumbwa, 2005). Many multinational companies
have failed as a result of violation of cultural ethical standards. Some cultures may promote
practices that do not seem to make sense to you. As an authentic leader, one should not overlook
these practices, but rather try to act within them in order to avoid conflicts. Leaders should
ensure their organizations take part in social-cultural responsibilities. Leaders with good moral
standards are likely to receive worldwide positive recognition; an example of such a leader is
Nelson Mandela.
Authentic leadership model recognizes that the most important thing in leadership is the
follower’s success and the attainment of organizational goals. Leaders who believe in this
9. CROSS-CULTURAL LEADERSHIP 9
concept strive to bring out the best in their followers through delegation of authority, power and
responsibility (Lowe, 2003). They focus on growing trust, attitudes, commitment and motivation
by making followers to identify with their vision. They recognize the role of culture in an
organization and are able to lead differently in different cultural contexts. Therefore, they have
made Hofstede’s ideas on cross-cultural leadership part and parcel of their lives. Although these
ideas have received considerable criticism regarding sample selection procedures and the
universal usage of Hofstede’s cultural dimension, they still remain the most popular in cross-
cultural study. Hofstede’s work has been the benchmark for much of the research on world
cultures (Northouse, P. G, 2016). Through these dimensions, a comparative analysis on values of
different cultures can be conducted. There are four major dimensions that were identified by the
survey which discuss culture-leadership relations.
To start with is power distance which refers to the degree to which members of a group
expect and agree that power should be shared unequally (Northouse, P. G, 2016). Power distance
has a great impact on leadership style in various organizations as well as cultures. A research
carried out by GLOBE suggests that in cultures where this kind of dimension is experienced,
participative leadership model should be endorsed to avoid conflicts. Through this each and
every member will feel important by participating in the decision making process.
Secondly, is the individualistic vs collectivism dimension in which cultures with either of
the two exhibit different characteristics that require different leadership styles. In individualized
societies people are considered to be self centered where they are only concerned about personal
interests and those of close family members only. Collectivism on the other hand, refers to
societies that have strong unified in-groups forming firm social frameworks (Seligman, 2002).
Individualized societies are likely to embrace any leadership style as long as it supports their
10. CROSS-CULTURAL LEADERSHIP 10
individual interests. On the contrary, societies that believe in collectivism are more loyal to their
in-groups, thus would oppose any new idea as they consider it a threat to their stability. Leaders
need to study cultures in this perspective so that they will be in a position to determine the most
suitable leadership style to employ.
The third dimension is the idea of uncertainty avoidance which refers to the extent to
which a society, an organization, or a group relies on established social norms, rituals, and
procedures to avoid uncertainty (Northouse, P. G, 2016). It is a situation of over-reliance on
cultural norms and procedures to do away with uncertain situations. From research, societies that
embrace uncertainty have been found out to be more innovative than those that avoid it.
Consequently, leaders in uncertainty avoidance cultures need to plan and come out with detailed
agreements on how things shall be done. By so doing, the local people will familiarize
themselves with those procedures before they are implemented.
Culture is a great determinant of leadership style in an organization whether in an
international or local level. A particular leadership style can be able to survive in various cultures
if it is modified to fit into those environmental conditions (Avolio, Gardner & Walumbwa,
2005). Although culture is general to the whole organization, leaders play a great role in creating
the culture within an organization. Dimensions of authentic leadership model can be closely
linked to dimensions of culture discussed by Hofstede. The interaction of the two perspectives
allows for the emergence of the best leadership style in a specific organizational culture.
11. CROSS-CULTURAL LEADERSHIP 11
Culture and the Authentic Leadership – The model
Culture The Authentic Leadership
Power Distance Transparency
Avoiding Uncertainty Self-Awareness
Individualism vs Collectivism Ethical/Moral
Balanced Processing
The Optimal Leadership Style
For Particular
Organizational Structure
Cross-Cultural Leadership Styles
Cross-cultural leadership refers to the leadership styles that are able to withstand
differences in cultures by proving their effectiveness. Every organization has a unique structure
under which it operates, thus managers have to amend their leadership styles to fit into new
organizations. A similar case is experienced in international companies which are established
under a cross-cultural context. Hall & Hall (2000) explain that since managers in multinational
12. CROSS-CULTURAL LEADERSHIP 12
companies can be transferred to new cultures across the world, they need to have knowledge on
how to alter their leadership styles so that they still remain effective. Sufficient studies have not
been done on all cultures to determine their appropriate leadership styles. More light has been
shed on the following leadership styles to examine their effectiveness in a cross-cultural context.
Transformational leadership is a leadership style where leaders inspire their followers
through their willingness to forgo self interests and support those of others. Bass & Avolio
(2004) assert that transformational leaders act under a moral obligation of encouraging their
followers to bring out the best in them. These leaders are able to move poor performing
organizations to high performance levels by supporting subordinates. Transformational leaders
are considered to be charismatic due to their ability to develop individual capabilities as well as
influencing their thoughts. There are four concepts that have been identified under this type of
leadership.
The first one is individualized consideration in which individual needs are identified and
dealt with uniquely. Here individual growth is encouraged through provision of opportunities
and development of supportive organizational culture (Bass, 2000). Intellectual stimulation is
another approach used by transformational leaders. Under this, the leaders are able to handle old
problems in new ways. They encourage their followers to ask enquire more about situations,
something that will enable them to acquire extra knowledge on handling similar situations in the
future. Thirdly, is the idealized influence concept considered to be a leader’s Charisma. Through
this they are able to sway their followers into believing in their vision. The followers develop
strong emotions with the leaders and always want to identify with them. This allows the leaders
to gain much power and control over their followers (Yukl, 2006). Lastly, is the idea of
inspirational motivation which the leaders use to study the important needs of individuals and
13. CROSS-CULTURAL LEADERSHIP 13
promote positive potential from within them. The leaders are known to promote mutual
understanding by articulating common goals.
The transactional leadership style uses well defined structures that define the reward-
punishment system to the employees (Bass, 2000). It spells out what is expected of the
subordinates, those who meet expectations are rewarded while those who fail to meet the
expectations are punished. Punishments are meant to restrain the doers from repeating a similar
act in the future, while rewards are for motivation and satisfaction. In most cases, punishments
are not stressed, however, they are well spelt out in the formal systems and are well understood
by the subordinates. Under this leadership a contract is signed which outlines what is expected
from each party. When transactional leaders assign duties to their followers, the followers
assume full responsibility of them and are expected to perform them completely failure to which
attracts punishment (Bass & Avolio, 2004). Transactional leaders apply the expectation
management model where not much attention is given to things since they are operating as
defined. It takes a “telling style” after the signing of the contract where leaders only concentrate
on ensuring that things are being done according to the terms of the contract.
Unlike the earlier discussed forms of leadership, situational leadership suggests that
leaders should change the degree to which they are directive or supportive to meet the changing
needs of followers (Northouse, P. G, 2016). This style recognizes three forces that determine the
action the leader will take: the forces within the leader himself, the forces driving the followers
and the forces within the situation. This type of leadership accepts that leadership should be
variable taking into consideration the possibility of followers supporting an idea. According to
Stogdill (2004), these leaders tend to be directive in order to get things done in a particular way
to avoid failure. It focuses on external coordination so as to avoid conflicts that may emerge
14. CROSS-CULTURAL LEADERSHIP 14
from the external forces which may render the whole leadership exercise as a failure. In addition,
it promotes subordinate motivation by matching roles with abilities and ensuring individuals
understand what is expected of them.
Despite the advantages that may be demonstrated by every leadership style, each one of
them has its own share of disadvantages. It is thus important for leaders to understand that no
single style can hold in the different cultures (Hunt, 2001). Leaders should have a clear
understanding of each style as well as its appropriate situation of application. For instance,
transactional leadership may work well in individualistic societies, but it may not be the case in
collective societies. Nonetheless, situational leadership has been found to be more effective in a
cross-cultural context. This is because it allows leaders to study the cultural environment, and
then decide on the best course of action.
Conclusion
In conclusion, this paper has expounded on the term cross-cultural leadership by using
the authentic leadership model. This model explains some of the dimensions of leadership that
will make any style of leadership to attain maximum effectiveness across cultures (Avolio,
Gardner & Walumbwa, 2005). The model further integrates Hofstede’s ideas of cross-cultural
leadership into its application, coming up an optimal leadership style. A few leadership styles
have also been discussed here with the aim of trying to establish how each style can be made
effective when applied in different cultures. It is suggested that no single leadership style can be
appropriate in all cultures; leaders need to establish which leadership style is appropriate under
particular cultural conditions.
15. CROSS-CULTURAL LEADERSHIP 15
References
Lawler, III, E. E. & Worley, C. G. (2011). Management Reset: Organizing for sustainable
effectiveness. San Francisco: John Wiley & Sons, 4 .
Avolio, B.J., Gardner W.L., & Walumbwa F.O. (2005). Authentic leadership theory and practice:
Origins, effects and development. CA: Elsevier, San Francisco.
Bass, B.M., & Avolio, B.J. (2004). Improving organizational effectiveness through
transformational leadership. Thousand Oaks: Sage.
Bass, B.M. (2000). From transactional to transformational leadership: Learning to share the
vision. Organizational Dynamics, Winter.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: SAGE
Publications, 93, 195, 431, 496.
Hall, E.T., & Hall, M.R. (2000). Understanding cultural differences. New York: Intercultural
Press.
Hunt, J.W. (2001). Applying American behavioral science: Some cross-cultural problems.
Organizational Dynamics, Summer.
Lowe, E.A. (2003). Culture’s consequences: International differences in work-related values.
Journal of Enterprise Management, 3(3).
Seligman, M.E. (2002). Authentic happiness: Using the new positive psychology to realize your
potential for lasting fulfilment. New York: The Free Press.
Shane, S.A. (1993). Cultural influences on rates of innovation. Journal of Business Venturing, 7.
Stogdill, R.M. (2004). Handbook of leadership: A survey of the literature. New York: Free Press.
Yukl, G.A. (2006). Leadership in organizations. Upper Saddle River. New York: Prentice-Hall.