Organizational Culture & Global Leadership Competencies - Sietar Intercultural Congress 2015

SIETAR Europa Congress 2015
Presentation by David Sharpley
UK Chartered Psychologist
LinkedIn ID: ‘David Sharpley CPsychol’
http://www.Pario-Innovations.com
Essential Elements of Intercultural Leadership

Discover Pario Online Resources
for Clients & Associates
Pario Resources Include:
* Surveys Profiling Work Culture & Engagement
* 360 Degree Feedback
* Questionnaires for Coaching,
Competency Assessment &
Leadership Development
Pario options also enable Clients / Associates
to design questionnaires and reports
Find out more about profiling organizational culture and employee engagement
http://www.employee-engagement-profiling.com

- The Impact of Education & Training
- Changes in Mindset
- A New Sense of Identity
Accra, Ghana (working with JCS Investments) www.jcs.com.gh
JCS facilitate new investment in Ghana
Singapore & SE Asia (masterclass workshops… developing capability)
Issues to Consider:
David Sharpley: International Experience
The University of Lancaster (UK)
… now in Accra
…the changing face of education in Africa

Example: Change “In-group Collectivism” to ‘Organizational Commitment’ ?
There are four ‘levels of connection’ employees express in Pario surveys,
ranging from ‘commitment’ to ‘disaffection’
Could intercultural professionals use alternative words and language ?
Organizational Effectiveness

Factors Shaping the Organization’s Culture
Founders’ Vision e.g. Apple
Industry Sector e.g. Toyota, Google
Organizational Structure e.g. Civil Service
Organizational Processes & Strategic HRM Design
Demographic & Educational Profile
National Cultural Differences

Defining ‘Organization Culture’
The basic set of assumptions, beliefs or accepted meanings underlying the way
things are done.. These include what is real, what is right, how we should
relate to others, how we view personal and shared space, and assumptions
about people. Edgar Schein (1985)
The ways of thinking, speaking and interacting that characterise a certain
group...
The collection of relatively uniform & enduring values, beliefs, customs,
traditions & practices that are shared by an organisation’s members, learned by
new recruits and transmitted from one generation of employees to the next…
The social glue that holds the organisation together…

Culture - Problems
Olympus
“…the tribal culture of the
Japanese salaryman”
December 2011

Culture - Problems
Barclays and Libor…
The evidence uncovered by
regulators points to a
"culture" that enshrined an
embedded belief that the
usual values and norms that
apply to the rest of us do
not apply to banks.
June 2012
Bob Diamond resigns as
Barclays chief
Bob Diamond has resigned as chief
executive of Barclays over the
interest rate rigging scandal at the
bank, with Marcus Agius taking
control as chairman.

Competing Identities Create Tension
Age Group
Education Level
Professionalism
A number of factors can contribute to a sense of ‘disconnection’ between
personal, professional and organizational (corporate) identity.

Organizational Effectiveness
Recognizing Core Needs
Personal Power vs
Socialised Power
High performance requires awareness of key priorities (and
management of relationships) in each of the four quadrants.

Understanding the Core Needs
Self Determination Theory – Deci & Ryan (1980)
Competence (Mastery) - Skill Development / Personal Capability
Autonomy - Self Directed / Personal Control
Relatedness - Positive Relationships / Support
SDT is backed by extensive research & suggests that people have three core needs, but
vary in the strength & expression of these needs. Motivation increases when activities
are meaningful, improve skills and are self-directed (and there is shared purpose).
https://www.youtube.com/watch?v=u6XAPnuFjJc
Purposeful Conversations contribute to development of shared understanding

Purposeful Conversations
Leading with AIMS
AIMS … create meaning, encourage autonomy and provide support
Awareness enhance your self-awareness (avoid assumptions)
Insight review the context / clarify priorities
Meaning emphasize the meaning (shared purpose)
Support identify the support required
Awareness builds on active listening, insight explores wider issues…
Meaning comes from the perceived value of outcomes

The GLOBE Study of 62 Societies
Global Leadership and Organizational Behaviour Effectiveness
Nine Cultural Dimensions
Future Orientation:
Gender Egalitarianism:
Assertiveness:
Humane Orientation:
In-Group Collectivism:
Institutional Collectivism:
Performance Orientation:
Power Distance:
Uncertainty Avoidance:
Questions:
What do each of these labels
really mean?
How ‘fixed’ are these concepts?

Challenging Stereotypes
Questioning Cultural Assumptions
Example: “Future Orientation” is changing…
Ghana: 2000 2015
Time Horizon: 1-7 days ? (1 month ?) 25 years ?
Focus: cash economy mortgages !
Services: limited options ‘mobile money’
financial products

What is Leadership?
Clarifying the terms ‘Management’ and ‘Leadership’
Management:
Leadership:
Rational & Logical (Requirements are clear)
Emotional (Focus on change & future requirements)
What’s the difference ?
Many Successful Organizations Emphasize Cascaded Leadership,
Role Responsibility + Autonomy …and Devolved Decision Making.
However, Culture and Context need to be considered…

Six Global Leadership Dimensions
Labels: Alternative Descriptions / Labels
Charismatic / Value-Based (Displays Personal Conviction)
Team Orientated (Encourages Shared Purpose)
Participative (Involves Others)
Humane Orientated (Supportive – Develops Capability)
Autonomous negative? (Self-Directed / Independent)
Self-protective negative? (Self Serving / Defensive)
‘Charismatic value-based, team orientated, and participative leadership are
generally reported to contribute to outstanding leadership’ Dr Thom Wolf

Global Leadership and Organizational Behaviour Effectiveness
The Model Global Leader ?
‘Charismatic’ / Value-Based (Shows Conviction & Vision)
Team Orientated (Creates Shared Purpose)
Participative
… focusing on principled, collaborative action
…ideally, also Humane i.e. supportive / enabling
(not self serving)
Question: How do we assess competencies linked to Global Leadership ?

Setting Management Standards
The UK Health & Safety Executive (HSE) has set out ‘Management Standards’
that cover six areas of work design that, if not managed effectively, can
contribute to poor health, lower productivity & increased absence.
Demands - employees’ workload, work patterns and the work environment
Control - the degree of personal discretion employees have over work activities
Support - encouragement and resources for personal development
Relationships - positive working that avoids unacceptable behaviour
Role Clarity - clear goals, avoiding conflicting role demands
Change - effective management and communication of change
Managers need to consider role demands, opportunities for employee
autonomy, levels of support, and issues linked to management of change

Competence & Competencies
Profiling the Attributes Contributing to High Performance
The 3H Competency Model
Head – Vision, Analysis, Monitoring, Planning
Heart – Collaborative / Interpersonal Effectiveness
Hands – Drive, Resilience, Achievement Focus
… focusing on principled, collaborative action ?
The Profiling Challenge: identifying a supportive /enabling approach…
raising awareness of mind-set issues and highlighting interdependencies
Competencies: the approach & attributes linked to superior performance
Competence: the knowledge, skills & experience required to ‘perform’

Reviewing Capability
Leadership Problems often result from a lack of Self Awareness and
poor understanding of how best to respond to challenging situations.
50% of managers eventually fail
67% have significant short-comings
75% of direct reports say that their immediate manager is the most
stressful aspect of their job
Handbook of Industrial & Organizational Psychology, 2010 Vol 3
(Published by the American Psychological Association)
(and 99% of managers could improve their leadership skills)

Successful Teams – Research Insights
Setting good direction for a team means being authoritative and insistent
about desired end states, but being equally insistent about not specifying
how the team should go about achieving those end-states.
Prof. Richard Hackman
The Progress Principle: Senior executives routinely undermine creativity,
productivity, and commitment by damaging the inner work lives of their
employees in four avoidable ways. Prof. Teresa Amabile
http://progressprinciple.com/research

Pario 360: Developing Capability
Use 360 Degree Feedback to…
Explore Interdependencies
Improve Communication
Identify the Expectations of Different
Groups
Note: Take care in the communication
and ‘positioning’ of the 360 process…

Pario Professional Profiling
Builds on the
3H Model
Typical UK manager scores
Gain Insight
into
Individual
Preferences
Register for
the updated
intercultural
version.

Steps to High Performance
Developing High Performance
Openness to new possibilities enhances adaptability…
- Cultural Awareness… requires appreciation of interdependencies
- Role Clarity… requires understanding of roles / responsibilities
- Professionalism… needs to be created.. it’s not automatic
- Everyone needs coaching / support
Managers should consider the age, education level and mindset of staff
Personal Conviction contributes to Authenticity and Effective Leadership..
a strong sense of purpose / direction is then strengthened by dialogue, i.e.
‘Purposeful Conversations’ and ‘Leading with AIMS’

Intercultural Training & Resources
Developing High Performance
Contact Pario to discuss intercultural training and get access to the online resources,
including 360 degree feedback and coaching/development questionnaires.
support@pario-innovations.com
Register for the two-day Pario ‘Full Accreditation’ Course
Learn how to use all the Pario online questionnaires and reports (& design new tools)
support@pario-innovations.com

Organizational Culture & Global Leadership Competencies - Sietar Intercultural Congress 2015

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