MGT501 MOD 3

MGT501

MOD 3

Well we have already made it to the start of Module 3.  So far it seems we are off to a great start.  I just want to give you all a very brief introduction to Module 3 and to just check in that I am still here.  

Module 3 – Leaders and Leadership

In this module our goal is to investigate leadership styles.  People have wondered about what makes a great leader since the beginning of recorded history – and undoubtedly long before. The formal study of leadership dates back to the 1950’s,and is probably one of the most researched topics in Organizational Behavior. Today, after decades of study, we believe that:

· Leaders are made, not born, and leadership can be taught.

· Leadership occurs in all kinds of organizations and at all levels.

· To be a great leader, one does not have to be charismatic.

· There is no one right way to lead that will fit all situations.

Many students over the years have identified this module as one of the more interesting in the course.  Let us hope that continues.  As the module will reveal, many leadership styles exist and at times you may have to adapt your style to work with the current environment.  In the SLP you will actually get to investigate your own level of cultural awareness.   I expect that you will uncover some interesting tidbits describing your own cultural awareness, which can be used to set a personal development plan.

I also want to remind you that Trident encourages students to comply with guidelines for proper citation of references. You may use the information found on the following links  https://owl.english.purdue.edu/owl/resource/560/01/

I hope this is another interesting module for you all and if you have any questions please let me know.  Good luck.

Module 3 – Home Must Answer in the paper

Leaders and Leadership

Modular Learning Outcomes

Upon successful completion of this module, the student will be able to satisfy the following outcomes:

· Case

· Assess your own leadership experience and analyze leadership according to environmental contingencies.

· SLP

· Assess your own level of cultural awareness and prepare a personal development plan.

· Discussion

· Analyze challenges and opportunities in creating a department merger plan.

Module Overview

As managerial hopefuls transition from supervisor through mid-level to upper-level positions, their specific expertise in a subject area becomes less important and their ability to influence others and inspire them to put their effort toward organizational goals increases. Yet most people are promoted not due to their ability to guide and direct others, but because of their skill in a functional area. Thus, a need is created to learn leadership skills to fill this void.

The Leadership Problem

What is the leadership problem? Google the word leadership and you will find a plethora of books, blogs, articles, and websites all claiming to know the key to effective leadership. Some pundits claim the key is trust, others the ability to challenge, motivate or inspire. Some say the best leaders are good facilitators and coaches, other that the best leaders are strong directors. The truth is all of them—and all of them are wrong.

What do we mean by this? Simply that good leaders can be all of these things, but not to all people at all times. How do we know which leadership activities are most effective with particular people in specific situations? This is the Leadership Problem.

In this module, we will study the leadership problem and seek to develop the critical thinking that will allow us to determine which leadership style or methods have the greatest chance of success with different types of followers and different types of circumstances. We will see how leadership is related to power and how different leadership practices elicit different kinds of reactions from followers.

Module 3 – Background Must answer in paper

Leaders and Leadership

Required Sources

People have wondered about what makes a great leader since the beginning of recorded history – and undoubtedly long before. The formal study of leadership dates back to the 1950s, and is probably one of the most researched topics in Organizational Behavior. Today, after decades of study, we believe that:

· Leaders are made, not born, and leadership can be taught.

· Leadership occurs in all kinds of organizations and at all levels.

· To be a great leader, one does not have to be charismatic.

· There is no one right way to lead that will fit all situations.

In this module, we will review the major theories of leadership that persist to this day. Although some are more complex than others, each seems to have a nugget of truth and adds to our overall understanding of how leadership works and what makes great leadership. The following chart summarizes the major approaches or models that we will cover.

Leadership Model	Principles
Trait Model	Leaders have special innate qualities. Certain people are “natural leaders.”
Behavioral Models	Leaders are concerned primarily with task or relationships, though the best leaders are concerned with both.
Contingency Models	Different leader behaviors are effective for different types of followers and situations.
Influence (Power) Models	Leadership consists of influencing others.
Transformational Models	Leaders are visionaries who change organizations and people’s behavior.

Let’s begin with a PowerPoint presentation that will provide some background on these different models:

Eveland, J.D. (n.d.) Leadership . Trident University International.

The exercise of leadership, by definition, involves compelling people to do something they might not otherwise have done. The manner in which they carry out these tasks varies, however. The degree of motivation and enthusiasm with which a follower performs his or her work is related to the type of leadership that is used. Here are the most common reactions by followers:

· Commitment is characterized by the internalization of a leader’s goal or request and the follower’s decision to carry it out effectively. Frequently, the follower will go beyond what the leader has asked or expects – in other words, goes the extra mile.

· Compliance is an apathetic response where the follower does what the leader asks, but exerts no more than the required amount of effort.

· Resistance is a reaction where the follower opposed the leader‘s direction and avoids carrying it out (passively through avoidance or aggressively through rebellion).

Let’s take a look at power, which is closely tied to leadership. Review the sources of power in the following video presentation:

Retrieved April 2017 from https://www.youtube.com/watch?v=eSb06mh7EHA .

Now, consider reactions to leadership’s exercise of power (by type):

Type	Most Common Reaction
Reward	Compliance
Coercive	Compliance or resistance
Legitimate	Compliance
Referent	Commitment
Expert	Commitment

This chart would indicate that the most a leader can hope for if he relies on the power received from holding a position (legitimate, reward, coercive) is compliance with directives. If leaders rely too heavily on coercive power, they risk meeting resistance. If, instead, a leader needs to have the follower’s commitment (the knowledge that a follower will comply with directives regardless of whether or not the follower is being monitored or not), then the leader must rely on personal sources of power – such as referent or expert power.

While commitment is very often the most desired reaction, sometimes compliance is enough to accomplish the leader’s objectives. Resistance, however, is something all leaders should want to avoid as it could render them totally ineffective.

Contingency Models

The Eveland PowerPoint presentation also covered contingency models of leadership. Contingency models are based on the idea that the most effective leadership style is one that matches the demands of the situation. There are three basic models of contingency leadership that we will cover in this module. Each has a slightly different prescription as to the factors that a leader needs to consider when exercising the most successful leadership style.

1. The Fiedler Model

2. The Path-Goal Model and

3. The Normative Decision Model

The Fiedler Model

Unlike the behavioral theorists who came before him, Fiedler did not believe that there was one best style of leadership. He agreed that individuals tend to possess either a task-oriented or relationship-oriented leadership style, but that to know the appropriate style for a given circumstance, you also needed to understand the situation:

Situational Factor	Characteristics
Leader-Member Relations	Do the followers have trust and confidence in the leader?
Task Structure	Is the task structured or unstructured?
Leader’s position power	Does the leader have the discretion to reward or punish?

Read the following article to learn how these factors combine to indicate which leadership style would be most effective given specific situational constraints, and criticisms of the model:

Fiedler’s Contingency Theory (2016). Leadership-central. Retrieved from http://www.leadership-central.com/fiedler%27s-contingency-theory.html#axzz3OemkTtoM

While Fiedler thought that different leadership styles worked better under different conditions, he did not think that people could change their preferred style. So the important task of management was to match the leader with the right style to the right situation. The next contingency theory of leadership we will examine does not hold that leadership style is static, and instead proffers the argument that leaders can change and adapt their style to fit the situation.

Path Goal Model

The path-goal model of leadership proposes four different leadership styles and considers two situational factors (the follower’s capabilities and motivation) to match the most effective leadership style with the characteristics of the situation as follows:

Appropriate Leadership Style	Situation
Directive	· Employee role ambiguity is high · Employees have low abilities · Employees have external locus of control
Supportive	· Tasks are boring and repetitive · Tasks are stressful
Participative	· Employee abilities are high · Decisions are relevant to employees · Employees have internal locus of control
Achievement-oriented	· Employees have high abilities · Employees have high achievement motivation

In other words, a leader does not use the same approach with hourly employees with limited skills the same way she would lead employees who are highly educated and highly skilled. Read more about this approach to leadership:

Martin, R. (2012) "PathGoal Theory of Leadership." Encyclopedia of Group Processes & Intergroup Relations. Ed. John M. Levine and Michael A. Hogg. Thousand Oaks, CA: SAGE, 2009. 636-37. SAGE Reference Online . Web. 30 Jan. 2012. Retrieved April 2017 from https://studysites.uk.sagepub.com/northouse6e/study/materials/reference/reference7.2.pdf

Normative Decision Model: Vroom-Yetton-Jago decision tree

The last contingency model we will consider is the Normative Decision Model, so called because it gives leaders a tool to use to decide exactly which of five leadership styles is appropriate for a given circumstance to ensure that the highest quality alternative is selected and the followers have the greatest likelihood of acceptance of that alternative. By asking a series of questions and following the answers through a decision tree, the leader can select the style that is most likely to yield the response she desires. The five leadership styles are:

Decision style	Characteristics
A1: Autocratic	Leader gathers information and decides alone.
A2: Autocratic	Leader gets information from followers but decides alone.
C1: Consultative	Leader shares problem with individual followers, asks for input, but decides alone.
C2: Consultative	Leader shares problem with group of follower, asks for input, but decides alone.
G2: Group based	Leader shares problem with group, seeks consensus on solution.

Find out what the key questions are and see how the decision tree works by reading the following article. Be sure to try out the interactive tool that allows you to try out the decision tree for yourself!

Vroom-Yetton-Jago Decision-making Model of Leadership (2013). Leadership-central. Retrieved from http://www.leadership-central.com/Vroom-Yetton-Jago-decision-making-model-of-leadership.html#axzz3OjpF9lI8

Transformational leadership

Transformational leaders are people who inspire followers to exert their greatest efforts toward achieving a vision for the future of the organization. To do this, the transformational leader needs to clearly communicate his vision for the organization and this vision must be linked to strong values that followers will find motivating. The transformational leader works hard to build trust with his followers – so that his “open area” of the JoHari Window is maximized. (See Module 2 for an explanation of the JoHari Window.)

Although he does not use the term “transformational”, Leadership expert Simon Sinek is clearly describing what constitutes this type of leadership in the following TED talk:

TED (2010) Simon Sinek: How great leaders inspire action. Retrieved from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Much of what is written about transformational leadership focuses on the role of top management – particularly CEO’s - as transformational. But what about the rest of us who lead people on a daily basis, but from the middle of the organization? Does the model of transformational leadership have anything to offer individuals who are not at the top of the leadership “food chain”?

The following article does just that by making clear how managers at all levels of the organization can become more effective leaders by infusing transformational principles into the meaning of work. Drawing on the Job Characteristics Model (remember this from module 1?), the authors show how “transformational leaders promote (i.e., shape) subordinates’ perceptions of work by influencing their perceptions of key job characteristics.” (p. 354)

Dean J., Cleavengera, D. J., and Munyonb, T. P. (2013). It's how you frame it: Transformational leadership and the meaning of work. Business Horizons 56(3), 351-360.

You can find this article in the Trident Online Library.

Optional Sources

Center for Creative Leadership Website. (2015) Retrieved from  http://www.ccl.org/index.shtml

McNamara, C. (2017) All about Leadership. In Free Management Library. Retrieved from  http://managementhelp.org/leadership/

Paper 1 Assignment

Case Assignment

Module 3 - Case

Leaders and Leadership

Case Assignment

Once again, we will be considering an experience which has personal significance for you as a means of understanding the material from this module. For this Case Assignment, think about a situation involving leadership that made a strong impression on you. Please structure your essay in the following format, using the subtopics as headings. Your paper should be 4–6 pages, plus a title page and a references page.

Introduction: Discuss the topic of the paper and how you will approach it.  It is best to write this section after you have written the rest of the paper.

Concrete Experience:  Objectively describe the leadership experience.  It could be a situation where you were in a leadership position, or one in which you were working under someone else as leader. The situation could have been a good experience or a failure in leadership. The important consideration is that it is a situation which you would like to understand better. In this section, strive to be objective and stick to the facts—who, what, where, when, and how.

Reflective Observation: Step back and consider the situation from different points of view.  How did you feel—what were your thoughts at the time? It is also critical to consider the experience of others involved.  How do you think they were feeling? Did they see things the same way you did? The key to this section of your paper is to understand the experience not only from your own perspective, but also to develop the ability to be able to look at the situation through others’ eyes. Use these different perceptions to add depth and meaning to your objective description.

Abstract Conceptualization: There are many readings and other materials explaining various models of leadership in the background section of this module. Use at least three of them to help explain the behavior of the leader and the followers in this incident. How do the models of leadership and power presented in the background material help you understand your behavior as well as how others reacted (commitment, compliance, or resistance?) Use proper citations and referencing when referring to any material from the background pages or any additional outside research. (Outside research not required, but you may supplement the background material if you choose. It should not replace the background readings and videos, but acts as an additional source.)

(Remember: The abstract conceptualization section is the “heart” of your paper. Your ability to clearly and logically apply concepts of leadership to explain your own experience is essential to demonstrating critical thinking.)

Active Experimentation: What have you learned about effective leadership from this exercise? What have you learned about how the leadership style influences follower’s reactions and motivation? What actions would you take to revise or improve upon your own leadership style and practices to be more effective in the future?

Conclusion: Sum up the main points of your analysis and the key learning you are taking from it.

Reference List:  List all references that you have cited in the paper using APA formatting.  References include materials from the required background readings as well as any outside internet or library sources you used in researching and writing your paper. If you have APA questions, refer to the optional listings on the background page.

Assignment Expectations

Your Case paper will be evaluated using the criteria on the assignment rubric (see the rubric for more detail): Assignment-Driven, Critical Thinking, Business Writing, Effective Use of Information, Citing Sources, and Timeliness.

Paper 2 Assignment

SLP Assignment

Module 3 - SLP

Leaders and Leadership

Most of what is written about leadership has been written by western scholars and practitioners—mostly from the United States. Thus, what we have studied in this module so far reflects western assumptions and values about how to improve leadership performance.

But leadership quality, we know, is mostly about perception. If the followers perceive that a person is a leader, that person will be treated with respect and the followers will grant him the power and authority to guide their actions. These perceptions can vary across cultures, and successful global leaders know that leadership is viewed differently in different cultures and modify their behaviors to align with culturally diverse expectations. This is what is called Cultural Intelligence.

Required Reading

The following reading discusses the importance of cultural awareness in increasing organizational effectiveness:

O’Reilly, C. (2013). Why is cultural intelligence important? Retrieved from

http://www.trainingzone.co.uk/topic/soft-skills/why-cultuiral-intelligence-important/181942

Assignment

In this exercise, there are two sets of quizzes (A & B) that you will participate in.

A. Select either the Cross Cultural Work Scenarios or Working Globally Across Cultures quiz from http://www.commisceo-global.com/quizzes/cultural-awareness-quizzes?view=qcategory&cat_id=39

B. Choose any one of the country quizzes at  http://www.commisceo-global.com/quizzes/cultural-awareness-quizzes?view=qcategory&cat_id=41 that looks interesting to you.

After completing the quizzes, address the following questions in a 2- to 3-page essay:

· Which quizzes did you take?

· Include your actual results in an Appendix at the end of your paper.

· Were you surprised at your score?

· What strengths do you think you have in intercultural awareness?

· What weaknesses are you able to identify?

· If there were gaps between your assessment results and your own thoughts about your level of cultural awareness, why do these gaps exist?

· Create a plan of specific, concrete actions you can take to build on your strengths and improve areas of weakness so that you improve your cultural awareness.

· Why is it important for managers to increase their levels of cultural awareness?

SLP Assignment Expectations

Your paper will be evaluated using the criteria on the SLP rubric (see the rubric for more detail): Assignment-Driven, Critical Thinking, Business Writing, Effective Use of Information, Citing Sources, and Timeliness.

Quizzes selected and answers

You can look it up and take also??

 

Pick a Category to Get Started

· Cultural Awareness Quizzes - quizzes that test your general cultural awareness in both international and multicultural settings.

· Business Culture Quizzes - more for the travelling business person, these quizzes inform and test on conducting business.

· Country Specific Quizzes - general quizzes on countries and their cultures for school kids through to senior execs

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Cultural Awareness Quizzes

Some fun online quizzes that test your general cultural awareness.

Questions are a real mix of work, travel, etiquette and culture.

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Quizzes

Cross Cultural Work Scenarios  [Free]

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5 minutes to think through some cross-cultural work scenarios and test how culturall astute you really are...

Dining Etiquette Across Cultures  [Free]

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We all eat food but what we eat and how we eat it can really be very different. Test how well you know international dining etiquette - you have 5 minutes - give it a go!

Quick-Fire True or False?  [Free]

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27 questions - true or false - a mix of questions on cultural differences, etiquette, customs and language. You have ONLY 60 seconds.

Working Globally Across Cultures  [Free]

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Working internationally can be eye-opening at times. See how well you would cope with some of these question around culture in global business. Relax, you have 5 minutes so take your time, think it through and see what you score at the end!

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Question 1American businessmen dislike detailed written contracts Top of Form Answer choices Correct Your choice Users statistics TRUE     15% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png 28% This question was answered 11804 times Your score: 1 Bottom of Form Question 2Most Scandinavians start their bargaining with what is in their opinion, the fair price Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png 30% FALSE     11% This question was answered 11791 times Your score: 1 Bottom of Form Question 3All Arabs are Muslims Top of Form Answer choices Correct Your choice Users statistics TRUE     8% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png 36% This question was answered 11804 times Your score: 1 Bottom of Form Question 4Lithuanian is a Slavic language Top of Form Answer choices Correct Your choice Users statistics TRUE   https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tickr.png 24% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   18% This question was answered 11799 times Your score: 0 Bottom of Form Question 5British people drink more than 200 million cups of tea a day Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   31% FALSE   https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tickr.png 13% This question was answered 11798 times Your score: 0 Bottom of Form Question 6The thumbs up sign means 'OK' in Argentina Top of Form Answer choices Correct Your choice Users statistics TRUE     17% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png 26% This question was answered 11798 times Your score: 1 Bottom of Form Question 7Japanese often send money to bereaved friends as an expression of sympathy Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png 31% FALSE     12% This question was answered 11823 times Your score: 1 Bottom of Form Question 8Arabs expect gifts to be opened in front of the giver Top of Form Answer choices Correct Your choice Users statistics TRUE   https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tickr.png 25% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   18% This question was answered 11802 times Your score: 0 Bottom of Form Question 9Spaniards like to maintain eye contact during conversations Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   34% FALSE     9% This question was answered 11795 times Your score: 0 Bottom of Form Question 10Mexicans are supposed to keep their hands on the table during a meal Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   28% FALSE     15% This question was answered 11792 times Your score: 0 Bottom of Form Question 11Germans like deadlines Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   33% FALSE     10% This question was answered 11791 times Your score: 0 Bottom of Form Question 12Eating with left hand is taboo in Saudi Arabia Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   34% FALSE     9% This question was answered 11795 times Your score: 0 Bottom of Form Question 13Muslims can eat Kosher meat Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   25% FALSE     18% This question was answered 11797 times Your score: 0 Bottom of Form Question 14Japanese, unlike Chinese, do not mind 'losing face' Top of Form Answer choices Correct Your choice Users statistics TRUE     13% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   29% This question was answered 11794 times Your score: 0 Bottom of Form Question 15Number 4 is considered lucky in Japan Top of Form Answer choices Correct Your choice Users statistics TRUE     21% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   22% This question was answered 11794 times Your score: 0 Bottom of Form Question 16In India holy men usually wear white Top of Form Answer choices Correct Your choice Users statistics TRUE     29% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   15% This question was answered 11797 times Your score: 0 Bottom of Form Question 17In Britain you tip your plate away from you when eating soup Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   29% FALSE     14% This question was answered 11797 times Your score: 0 Bottom of Form Question 18The further South you go in Europe, the more authoritarian the boss is expected to be Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   27% FALSE     15% This question was answered 11793 times Your score: 0 Bottom of Form Question 19Eating with your hands is rude in Malaysia Top of Form Answer choices Correct Your choice Users statistics TRUE     17% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   26% This question was answered 11790 times Your score: 0 Bottom of Form Question 20Brazilians usually wear black shoes in the offices Top of Form Answer choices Correct Your choice Users statistics TRUE     25% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   18% This question was answered 11806 times Your score: 0 Bottom of Form Question 21Armenians and Georgians belong to the same language family Top of Form Answer choices Correct Your choice Users statistics TRUE     21% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   21% This question was answered 11792 times Your score: 0 Bottom of Form Question 22Japanese and Chinese can read each other's newspapers Top of Form Answer choices Correct Your choice Users statistics TRUE     12% FALSE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   31% This question was answered 11800 times Your score: 0 Bottom of Form Question 23Shaking hands with women is acceptable in Indonesia Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   18% FALSE     25% This question was answered 11805 times Your score: 0 Bottom of Form Question 24In Thailand a pale face is a sign of beauty in a woman Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   36% FALSE     7% This question was answered 11799 times Your score: 0 Bottom of Form Question 25Italian executives often come to business meetings in designer sports jackets and flannels Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   26% FALSE     16% This question was answered 11795 times Your score: 0 Bottom of Form Question 26White flowers in Japan are given at funerals Top of Form Answer choices Correct Your choice Users statistics TRUE https://www.commisceo-global.com/components/com_joomlaquiz/assets/images/tick.png   35% FALSE     9% This question was answered 11791 times Your score: 0 Bottom of Form Display #:
Japanese often send money to bereaved friends as an expression of sympathy	-	-
Armenians and Georgians belong to the same language family	-	-
Shaking hands with women is acceptable in Indonesia	-	-
Number 4 is considered lucky in Japan	-	-
Eating with left hand is taboo in Saudi Arabia	-	-
Brazilians usually wear black shoes in the offices	-	-
Japanese and Chinese can read each other's newspapers	-	-
White flowers in Japan are given at funerals	-	-
Mexicans are supposed to keep their hands on the table during a meal	-	-
In Britain you tip your plate away from you when eating soup	-	-
Spaniards like to maintain eye contact during conversations	-	-
Arabs expect gifts to be opened in front of the giver	-	-
Japanese, unlike Chinese, do not mind 'losing face'	-	-
Germans like deadlines	-	-
Muslims can eat Kosher meat	-	-
Most Scandinavians start their bargaining with what is in their opinion, the fair price	-	-
Lithuanian is a Slavic language	-	-
British people drink more than 200 million cups of tea a day	-	-
In Thailand a pale face is a sign of beauty in a woman	-	-
The further South you go in Europe, the more authoritarian the boss is expected to be	-	-
Italian executives often come to business meetings in designer sports jackets and flannels	-	-
American businessmen dislike detailed written contracts	-	-
In India holy men usually wear white	-	-
The thumbs up sign means 'OK' in Argentina	-	-
All Arabs are Muslims	-	-
Eating with your hands is rude in Malaysia	-	-

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Module 3 - Outcomes

Leaders and Leadership

· Module

· Compare and contrast leadership styles and discern when to use the most effective one.

· Case

· Assess your own leadership experience and analyze leadership according to environmental contingencies.

· SLP

· Assess your own level of cultural awareness and prepare a personal development plan.

· Discussion

· Analyze challenges and opportunities in creating a department merger plan.

All