Management Assignment : LeaderShip

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MGT 621
LEADERSHIP
Module 1: Culture, Country Culture, and Its Effects on Leadership

Dr. Chet Schriesheim

The Role of Culture in Leadership

  • Culture refers to the learned beliefs, values, rules, norms, symbols, and traditions that are shared by a group of people.
  • Culture is dynamic (not static).
  • Culture is typically transferred to others through a process known as socialization.
  • Culture creates a frame of reference through which life experiences are understood and given meaning.
  • Leadership is therefore an inherently cultural phenomenon.

Culture in Leadership (Continued)

  • Ethnocentrism refers to the natural tendency of people to consider their own culture as superior to that of others and to use their culture as the basis for perceiving and judging others.
  • Leaders must be especially vigilant to avoid the ethnocentric treatment of others.
  • There are nine dimensions that recent research has shown differentiates the culture of one country from that of another.

Nine Dimensions of Country Culture (Source: The “Globe study”)

  • Uncertainty Avoidance
  • Power Distance
  • Institutional Collectivism
  • In-Group Collectivism
  • Gender Egalitarianism
  • Assertiveness
  • Future Orientation
  • Performance Orientation
  • Humane Orientation

(Definitions follow.)

The Nine Cultural Dimension Definitions

  • Uncertainty Avoidance refers to the extent to which a society, organization, or group relies on established social norms, rituals, and procedures to avoid uncertainty. Uncertainty Avoidance is concerned with the way cultures use rules, structures, and laws to make things more predictable and less uncertain.
  • Power Distance refers to the degree to which members of a group expect and agree that power should not be equally shared. Power Distance is concerned with the way cultures are stratified, thus creating levels between people based on power, authority, status, wealth, prestige, and material possessions.

Nine Cultural Dimension Definitions (Continued)

  • Institutional Collectivism describes the degree to which an organization or society encourages institutional or societal collective action. Institutional Collectivism is concerned with whether cultures identify with broader societal interests rather than with individual goals and accomplishments.
  • In-Group Collectivism concerns the degree to which people express pride, loyalty, and cohesiveness in their families or organizations. In-Group Collectivism is concerned with the extent to which people are devoted to their families or organizations.

Nine Cultural Dimension Definitions (Continued)

  • Gender Egalitarianism describes the degree to which an organization or society minimizes gender role differences and promotes gender equality. Gender Egalitarianism is concerned with how much societies deemphasize members biological sex in determining the roles that members play in their homes, organizations, and communities.
  • Assertiveness describes the degree to which people are encouraged to be determined, assertive, confrontational, and aggressive in their social relationships. Assertiveness concerns the degree to which a culture encourages people to be forceful, aggressive, and tough, as opposed to timid, submissive, and tender in social relationships.

Nine Cultural Dimension Definitions (Continued)

  • Future Orientation refers to the extent to which people engage in future oriented behaviors such as planning, investing, and delaying gratification. Future Orientation emphasizes people preparing for the future instead of enjoying the present and being spontaneous.
  • Performance Orientation describes the degree to which people are encouraged and rewarded for improved performance. Performance Orientation concerns the degree to which a culture rewards people for setting and meeting challenging goals.
  • Humane Orientation is the degree to which a culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others. Humane Orientation involves sensitivity to others and being socially supportive.

Identifying Countries With Similar Cultures

  • The nine cultural dimensions can be used to separate countries into ten groups or “clusters” that are reasonably homogeneous with respect to their key cultural beliefs and preferences.
  • This does not imply that each cluster contains countries with identical beliefs or that any one country does not have its own regional and other differences in culture.
  • However, the concept of clusters does help to simply somewhat a very complicated world of cultures.

Ten Country Culture Clusters

  • The ten country culture clusters are:
  • Anglo
  • Latin America
  • Latin Europe
  • Germanic Europe
  • Nordic Europe
  • Eastern Europe
  • Middle East
  • Sub-Saharan Africa
  • Confucian Asia
  • Southern Asia

Each has its own unique preferences, including those for leadership styles.

For more information, see: House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. (Eds.), Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications, 2004. A good summary is contained in: Northouse, P.G., Leadership: Theory and Practice (7th ed.). Sage, 2016.

An Illustration: Anglo and Latin American Culture Clusters

Anglo

Canada

U.S.A.

Australia

Ireland

England

White South Africa

New Zealand

High on Performance Orientation and low on In-Group Collectivism.

Latin American

Ecuador

El Salvador

Columbia

Bolivia

Brazil

Guatemala

Argentine

Costa Rica

Venezuela

Mexico

High on In-Group Collectivism and low on Performance Orientation, Future Orientation, Institutional Collectivism, and Uncertainty Avoidance.

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NOTES:

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Anglo and Latin American Cultures (Continued)

Anglo countries emphasize competition and results and are less attached to their families and social groups than are other countries.

Latin American countries tend to be loyal and devoted to their families and social groups but less interested in overall institutional and societal groups.

Supposedly Universally Desirable Leadership Attributes

  • Trustworthy
  • Has foresight
  • Positive
  • Confidence builder
  • Intelligent
  • Win-win problem solver
  • Administratively skilled
  • Excellence oriented
  • Just
  • Plans ahead
  • Dynamic
  • Motivational
  • Decisive
  • Communicative
  • Coordinative
  • Honest
  • Encouraging
  • Motive arouser
  • Dependable
  • Effective bargainer
  • Informed
  • Team builder

Supposedly Universally Undesirable Leadership Attributes

  • Loner
  • Irritable
  • Ruthless
  • Asocial
  • Nonexplicit
  • Dictatorial
  • Noncooperative
  • Egocentric

Six Global Leadership Styles

  • Charismatic: reflects the ability to motivate and to expect high performance from others based on strongly held core values. This style includes being visionary, inspirational, self-sacrificing, trustworthy, decisive, and performance-oriented.
  • Team-oriented: emphasizes team building and a common purpose among team members. This style includes being collaborative, integrative, diplomatic, nonmalevolent, and administratively competent.
  • Participative: reflects the degree to which leaders involve others in making and implementing decisions.

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Six Global Leadership Styles (Continued)

  • Humane-oriented: emphasizes being supportive, considerate, compassionate, and generous. This style includes modesty and sensitivity to other people.
  • Autonomous: independent and individualistic leadership that is unique and different from others.
  • Self-protective: emphasizes ensuring the safety and security of the leader and the group. It includes self-centered, status conscious, conflict inducing, face saving, and procedural leadership.

Desired Latin American and Anglo Leadership Styles

Latin American Preferences:

  • High on
  • Charismatic
  • Team-oriented
  • Self-protective
  • Medium on
  • Participative
  • Humane-oriented
  • Low on
  • Autonomous

Anglo Preferences:

  • High on
  • Charismatic
  • Participative
  • Humane-oriented
  • Medium on
  • Team-oriented
  • Autonomous
  • Low on
  • Self-protective

Summary of Desired Latin American and Anglo Leadership Styles

Latin American preference: leaders who are charismatic but somewhat self-serving, collaborative, and inspiring. Additionally, they tend to be moderately interested in people and having them participate in decision making.

Anglo preference: leaders who are very charismatic, not autocratic, and are considerate of others. Additionally, they are team oriented and autonomous and not status conscious or prone to face saving.