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MN7128 Breakthrough Leadership Skills Topic 6 Working Across Cultures: The Global Context for Leadership

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Learning Outcomes Distinguishing between Emic and Etic perspectives Exploration of landmark work on socio-cultural theories: Hofstede, Trompenaars & Hampden-Turner, Hall, Schwartz Consider some different values underpinning societies. Globe Project Leadership dimensions Managing across cultures (exercise)

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Approaches to exploration of the concept of culture Emic approaches: which investigate phenomena within their specific cultural context (e.g. inside one organisation) Etic approaches: which attempt to generalise theories and concepts to other cultures and examine similarities and differences…

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Some definitions of the concept of culture ‘the way we do things around here’ (Drennan, 1992, after Bower) ‘By culture I mean the shared beliefs top managers have about how they should manage themselves and other employees, and how they should conduct business(es)’ (Lorsch, 1986) ‘the collective programming of the mind that distinguishes the members of one group or category from another’ (Hofstede, 2001)

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Hofstede’s Dimensions of Culture Power distance Individualism/collectivism Masculinity/femininity (or Quantity of Life vs Quality of Life ) Uncertainty avoidance Long term Orientation (Confucian dynamism) Indulgence

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Criticisms of Hofstede Methodology Data Collection Generalisability Unrealistic to think of uniform national cultures

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Power Distance Power distance - the extent to which the members of groups (workplaces/countries) expect and accept power to be distributed unequally

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Uncertainty Avoidance Uncertainty avoidance - the extent to which the members of a culture feel threatened by uncertain or unknown situations or prefer structure

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Individualism/Collectivism Individualism - societies in which ties between individuals are loose - everyone is expected to look after themselves or their immediate family Collectivism - societies in which people from birth onwards are integrated into strong cohesive groups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty

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Masculinity/Femininity Masculinity - societies in which social gender roles are clearly distinct Femininity - societies in which social gender roles overlap

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Confucian dynamism This time dimension or long term orientation (LTO) was added by Hofstede later and was influenced by the work of Hofstede and Bond (1988) in the context of Chinese society.

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Cross country comparisons: www.geerthofstede.com Country comparison tool: https://www.hofstede-insights.com/country-comparison/ Geert Hofstede

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Trompenaars and Hampden-Turner (1993,1997, 2011) Developed database of responses from over 5,000 managers from 50+ countries over 15 years. Their responses are compared along seven dimensions: Universalism/particularism Individualism/communitarianism Affective/neutral Specific/diffuse Achievement/ascription Orientation towards time Internal/external orientation

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High & low context communication Context: information that surrounds an event High context communication Assumes the listener is already ‘contextualised’ ; reliance on the overall situation to interpret messages The explicit messages can be elliptical Low context communication Relying more on the explicit verbal content of messages; context less important than content Associated with more accessible, fluid, cultural environments Hall, E. (1976) Beyond Culture . New York: Doubleday.

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Schwartz (2012) Power Achievement Hedonism Stimulation Self-direction Universalism Benevolence Tradition Conformity Security

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Quality of life? Attitudes to work and employment Working hours, holidays and quality of life Job satisfaction The intensity, direction and duration of employees’ behaviour in relation to organisational goals http://uk.businessinsider.com/happiest-countries-best-quality-life-2016-11

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Cross-country comparisons Long hours and hard work culture: Japan – ‘karoshi’ (death from overwork); reported average working day of over 12 hours; S Koreans averaged 2,316 annual working hours (OECD average 1,768) (WSJ 2010) Japanese on average take 8.8 days annual leave per year (half their allowance) (Guardian 5.10.17) Statutory leave entitlement: paid vacation days (excluding public holidays): Finland, Austria, Denmark 25 days; Russia 20; India 12; Taiwan 7; China 5.... USA no statutory agreement (OECD 2014) According to a 2001 survey job satisfaction levels in S Korea only 14% (compared to Denmark 61%, USA 50%, France 24%....)

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Motivation theories Content theories – include Maslow, Herzberg, McClelland (what motivates...) Process theories – include equity and expectancy theories (how people become motivated...) Questioning the universal application of these theories Hofstede: management by objectives Triandis : horizontal collectivism; Ubuntu in southern Africa Impact of more externally oriented cultures e.g. relevance of expectancy theories in Muslim cultures

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Transactional and transformational leadership (Bass 1997) Transactional leadership – focus on mutual exchange, fulfilling role expectations Transformational leadership – leaders who inspire others with their vision, successfully implement their vision, show personalised concern.... How universally appealing is the transactional model?

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Leadership and culture ‘Leading from the front’: strong, individualised leadership, focus on corporate heroes... favoured in USA, UK, Ireland, Spain but not universally regarded as the ‘best’ Finland and Sweden favour more consensus oriented leadership; common goals more important in Germany; in France leaders regarded more strategic thinkers... Paternalistic model favoured in SE Asian countries – social distance, harmony, humane, personalised relationships (see Aycan et al (2014; chapter 7)

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The Contingency Approach to Leadership ‘Leaders cannot chose their styles at will. They are constrained by the cultural conditions that their followers have come to expect’ (Robbins, 2005) In France they want directive leaders ‘Korean leaders are expected to be paternalistic’ ‘Arab leaders who show kindness or generosity without being asked to do so are seen as weak’ ‘Japanese leaders are expected to be humble and speak infrequently’ (French, 2015) (see French (2015; p.146)

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Different principles underpinning management feedback Down-graders, understatement, hedgers (UK?) Upgraders (Germany?) Directness (NL?) Sparing with compliments (Fra?) Confidentiality (Asia)

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The GLOBE Project G lobal L eadership and O rganizational B ehaviour E ffectiveness project. Started in 1991 and continues today - 17,000 participants from 950 countries and counting (French, 2015)

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GLOBE: CEOs/Leaders were compared on nine cultural dimensions: performance orientation future orientation assertiveness uncertainty avoidance power-distance institutional collectivism family collectivism gender egalitarianism human orientation

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Six leadership attributes (House et al, 2004) Charismatic/value-based Self-protective Autonomous Humane Participative Team-orientated dimension

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Universally positive leadership attributes Attributes that reflected good leadership across all country clusters included trust, integrity, charisma Charismatic/value based dimension Attributes that reflected good leadership across all country clusters included those related to building supportive team Team-orientated dimension

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GLOBE project on leadership – country clusters (House et al, 2004)

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Universally negative leadership attributes Attributes that reflected poor leadership across all country clusters: malevolence, face-saving > Self-protective dimension

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Some cultural variations Nordic and Anglo cluster : emphasise team orientation Southern and East European cluster: diplomacy, face saving, following procedures is more important than in other European countries Leaders in the Middle East should be familial, humble, religiously observant (outside values framework) USA: managers are more confrontational and critical in contrast to Japan where feedback is more indirect People in cultures which have low tolerance for ambiguity and risk taking (e.g. Japan), prefer major decisions to be taken by their leaders Those in cultures with a higher tolerance for ambiguity (e.g. US and UK) prefer to participate in decisions Scandura , T. and Dorfman, P (2004) ‘Leadership research in an international and cross-cultural context’ The Leadership Quarterly 15/2, 277-307

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Selected References and some primary sources to explore Browaeys , Marie-Joelle. Understanding Cross-Cultural Management , Pearson Education Limited, 2019. ProQuest Ebook Central , https://ebookcentral.proquest.com/lib/londonmet/detail.action?docID=5742188 Deresky , H. (2017). International management: managing across borders and cultures : text and cases ., pp.223-232 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1419482. French, R., 2015. Cross-cultural management in work organisations . Kogan Page Publishers. Globe Project – various publications online at Hofstede, G., Hofstede, G.J. and Minkov, M., 2010. Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival . McGraw-Hill. Meyer, E. (2015). The culture map: decoding how people think, lead, and get things done across cultures . Trompenaars, F. and Hampden-Turner, C. (1999) Riding the Waves of Culture, 2 nd Ed, Nicholas Brealey Publishing: London

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HRM for MBA Students ish Natalie Langley 72 2008-03-12T11:30:39Z 2023-09-21T08:46:59Z

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0 1649 Microsoft Office PowerPoint Widescreen 219 30 17 0 0 false Fonts Used 8 Theme 1 Slide Titles 30 Arial MS PGothic Times New Roman Comic Sans MS Arial Narrow Wingdings Calibri Arial Unicode MS Default Design MN7128 Breakthrough Leadership Skills Learning Outcomes Approaches to exploration of the concept of culture Some definitions of the concept of culture Hofstede’s Dimensions of Culture Criticisms of Hofstede Power Distance Uncertainty Avoidance Individualism/Collectivism Masculinity/Femininity Confucian dynamism Cross country comparisons: www.geerthofstede.com Country comparison tool: https://www.hofstede-insights.com/country-comparison/ Trompenaars and Hampden-Turner (1993,1997, 2011) High & low context communication Schwartz (2012) Quality of life? Cross-country comparisons Motivation theories Transactional and transformational leadership (Bass 1997) Leadership and culture The Contingency Approach to Leadership Different principles underpinning management feedback The GLOBE Project GLOBE: CEOs/Leaders were compared on nine cultural dimensions: Six leadership attributes (House et al, 2004) Universally positive leadership attributes GLOBE project on leadership – country clusters (House et al, 2004) Universally negative leadership attributes Some cultural variations Selected References and some primary sources to explore Edinburgh Business School false false false 16.0000