Reflective logs

A leader is: someone you choose to follow to a place you wouldn’t go by yourself. incremental influence or additional influence that a person has beyond his or her formal authority.

Four periods:

· trait theories

· Behavioral theories (e.g., consideration and initiating structure)

· Contingency theories (e.g., behavioral styles, path-goal, leadership substitutes)

· Implicit theories (prototypes, charisma)

The globe project:

· Initially 170 researchers worldwide

· data collected from 17,000 middle managers

a) From 875 organizations

b) 3 industries (financial services, food services, and telecommunications)

c) 62 nations [now 164 countries and 56 survey languages])

· identified 6 global leader behaviour dimensions (on next slide) and 9 cultural dimensions (on subsequent page)

· found that the 61 countries grouped into 10 clusters,of which 4 (Southern Asia, Anglo, Arabic & Latin European) will be discussed today).

The six global leader behaviour dimensions

· transformational-Charismatic

· Team-Oriented

· Self-Protective

· Participative

· Humane

· Autonomous

The 9 cultural dimensions based on hofstede's work:

1. uncertainty avoidance

2. Power Distance

3. Collectivism I: Societal Collectivism

4. Collectivism II: In-Group Collectivism

5. Gender Egalitarianism

6. Assertiveness (directness)

7. Future Orientation

8. Performance Orientation (need for achievement)

9. Humane Orientation

The societal clusters: (4 of them)

· Southern asia (india, Indonesia, Philippines,Malaysia, Thailand, Iran)

· Anglo (england, Australia, South Africa, Canada, New Zealand, Ireland, USA)

· Arabic (qatar, Morocco, Turkey, Egypt, Kuwait)

· Latin europe (israel, Italy, Portugal, Spain, France, French-speaking Switzerland)

· The six other clusters included: nordic Europe, Germanic Europe, Confucian Asia, Sub-Saharan Africa, Latin America, Middle East

Managing multicultural teams:

Teams: unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose

Benefits for organizations and employees:

· improved productivity and quality

· Greater flexibility and speed

· Flatter management structure

· Better employee involvement and satisfaction

· Lower turnover

How does organizational context affect culturally diverse groups:

· management support

· Group-level rewards

· Work group status

· Training

· Self-management

Managing a culturally diverse team:

· task-related selection

· Recognizing differences

· Establishing a vision or superordinate goal

· Equalizing power

· Creating mutual respect

· Broad evaluation criteria

· Giving feedback