Global Leadership
akashaseeja
MGMT5006GLWk11Cross-culturalLeadershipBehaviour.pptxMGMT5006 Global Leadership Week 11: Cross-cultural Leadership Behaviour
Students can pick up a Unit Outline and a number card on the way into class
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Overview
Looking back to Week 10 – Global Leadership Knowledge Creation and Transfer
Week 11 – Cross-cultural Leadership Behaviour:
Revisiting GLOBE study and culturally endorsed leadership
Den Dekker’s three dimensions/styles of cross-cultural leadership
Links to leadership effectiveness
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Looking back to Week 10 Global Leadership Knowledge Creation and Transfer
Last week we considered:
Types of knowledge and modes of knowledge creation and transfer
The role of international experiences in global leadership knowledge creation
How global leadership knowledge is transferred after an international experience
We learned that:
Global leadership knowledge is important for effective leadership
Global leadership knowledge is created and accumulated through exposure to the international/global business context
Knowledge accumulated during international assignments is valuable, but poorly managed by organisations
Questions for discussion (open)
Questions for discussion are:
1. What does the world in which I have to function as a leader look like?
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Linking to Week 11 Cross-cultural Leadership Behaviour
This week, we link back to Week 7 and further explore the ways in which effective global leaders behave.
We consider:
What are some culturally endorsed leadership attributes and dimensions?
What leadership styles are effective across cultures?
How does an effective leader behave?
Week 11: Cross-cultural Leadership Behaviours
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Cross-cultural Leadership Behaviour – Key Ideas
Leadership is culturally contingent:
culture influences whether someone is perceived as a leader (by followers)
culture influences a leader’s behavior
A successful leader is able to:
adapt to differences in cultural situations and interactions
Inspire culturally different followers, with different “leadership expectations”
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Cross-cultural Leadership Behaviours – Key Ideas
Some leadership theories are culturally endorsed
Remember the GLOBE study from week 7?
22 leadership attributes -> 6 ‘leadership dimensions’ culturally endorsed
These 6 dimensions were seen as more or less desirable depending on location
9 clusters of countries with similar leadership preferences
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GLOBE Project 6 Global Leadership Dimensions
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Charismatic / Performance-oriented
high standards, decisiveness, and innovation
Team-oriented
seeks to inspire people around a vision
creates a passion among them to perform
instils pride, loyalty, and collaboration
highly values team cohesiveness and a common purpose or goals
Autonomous
independent, individualistic, and self-centric approach
Humane-oriented
stresses compassion and generosity
patient, supportive, and concerned with the well-being of others
Participative style
encourages input from others in decision-making and implementation
emphasizes delegation and equality
Self-protective (and group-protective) style
procedural, status-conscious, and 'face-saving' behaviours
focus on the safety and security of the individual and the group
Leadership in socio-cultural context
Grouped countries into culturally similar groups based on 9 cultural dimensions:
Power Distance: The degree to which members of a collective expect power to be distributed equally. Uncertainty Avoidance: The extent to which a society, organization, or group relies on social norms, rules, and procedures to alleviate unpredictability of future events.
Collectivism II: (In-Group) The degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others. Collectivism I: (Institutional) The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.
Humane Orientation: The degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families. Assertiveness: The degree to which individuals are assertive, confrontational, and aggressive in their relationships with others.
Gender Egalitarianism: The degree to which a collective minimizes gender inequality.
Future Orientation: Performance Orientation:
The extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future. The degree to which a collective encourages and rewards group members for performance improvement and excellence.
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Power distance
Uncertainty avoidance
Collectivism (Institutional)
Collectivism (In-group)
Humane Orientation
Assertiveness
Gender Egalitarianism
Future Orientation
Performance Orientation
Leadership in socio-cultural context
More desirable
Less desirable
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Cross-cultural Leadership Behaviour – Key Ideas
This week’s reading by den Dekker suggests three leadership dimensions / styles as being effective across cultural contexts:
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transformational
team-oriented
participative
Cross-cultural Leadership Behaviour Leadership Dimensions
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transformational leadership
team-oriented leadership
participative leadership
Ability to inspire and motivate a multicultural workforce
Visionary, inspirational
Team integration, collaboration, shared team goals
Team members involved in making and implementing decisions
Value-based
Excellence or performance-oriented (high standards)
Team cohesion and identification
Consultative style
Leader delegates to team members
Transformational Leadership
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Vision:
Charismatic – it’s all about the leader as a person
Inspiration
Excellence-orientation
Goals set by leader have meaning
Pursuing continuous excellence
Increases team members self-concept (whether individually oriented or collectively oriented)
Able to develop a vision of the future that differs from status quo
Can communicate vision in a appealing way
Vision links to followers values and expectations
Vivid goals and objectives are the reason
Persuasive communication in line with national cultural values
Use symbols associated with group success
Team-oriented Leadership
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Attributes:
Team cohesion:
Team-building
Enhances team cohesion and focus
Team integrator
Team-collaboration:
Collaborative team-orientation
Coordinator
Team builder
Effective communicator
Aiming for high cohesion / high focus
Team focus:
role clarity, responsibility distribution
achievable objectives
Alignment with group goals
Enhances team identification
Emphasises common values, norms, interests
Participative Leadership
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Decision-making
Allowing team members to have influence on decision making
Consultation
Delegation
Asking followers for opinions
Power-sharing
Empowerment
Teams are empowered collectively to make decisions
Good for self-managed teams - leader roles is vested in team members
Relevant for global, virtual teams
Leader assigns tasks responsibilities to team members
Various levels of power sharing
Three levels: from no consultation to team participating in problem analysis and solving
Significant variation across cultures
Autocratic leadership may be preferred
Cross-cultural Leadership Behaviour - summary
Den Dekker incorporates these leadership behaviors into his model of global leadership effectiveness (see Chapter 6 of the textbook for further details)
His view is that effective global leadership results from the interaction between attitudes, norms and expectations, and cross-cultural leadership behaviours.
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transformational
team-oriented
participative
What do you think?
Have you worked with a leader that demonstrates one or more of these leadership dimensions?
Do you embody one or more of these leadership dimensions?
