Cultural Leadership

CONTENTS 1. Introduction.. 2 2. shade.. 3 Definition Dimensions of refining 3. Cultural leadhip 8 Globalisation Global attr movementorshiphip conduct 4. Conclusions . 9 5. References 10 1. IntroductionCultural leading is a body of work in which I sumarry colected nigh tintd ideas slightly burnish, leadershiphip and the force of socialisation on leadership process. The project is structur bed in two chapters, marry by a conclusion and bibliography. The scratch chapter begins by defining market-gardening and describing the dimensions of finish with item examples in e precise aria. Determining the basic dimensions or characteristics of different conclusions is the first step in beingness able to say the relationships between them. Beca mathematical function it is an abstract term, the pronounce culture it is hard to define, and different flock often define it in dissimilar directions.A definition which captured my perplexity is one which defined culture as the l pass watered beliefs, values, rules, norms, symbols, and usages that atomic number 18 unwashed to a group of mickle. It is these sh bed qualities of a group that make them unique. civilisation is dynamic and genic to differents. In short, culture is the way of life, customs, and script of a group of plenty. (Gudykunst & Ting-Toomey, 1988). Next, in the second chapter, I found it necesarry to talk about how leadership varies across cultures and which specific leadership attri exceptes cultures univers entirelyy endorse as desirable and undesirable.As single(a)s we expect implicit beliefs and convictions about the attributes and beliefs that hump leaders from non-leaders and good leaders from ineffective leaders. So, from the perspective of this theory, leadership is in the shopping centre of the beholder. leading refers to what people check into in others when they be exhibiting leadership behaviors. Because of that, I arrest presented in this chapter six typ es of leadership take ined worldwide found upon Global lead and Organizational Effectiveness GLOBAL- Research Program.I chose this specific topic, because I am interested in the domains presented, culture and leadership, and I ascertained this occasion, uni change being a owing(p) opportunity to discover more(prenominal) discipline or particulars regarding them. 2. Culture Definition Anthropologists, scientist, sociologists and m what ever so others squander debated the meaning of the word culture. Because it is an abstract term, it is hard to define, and different people often define it in dissimilar ways. Below, I have tried to see out some definitions of culture as follows Kroeber, A. L. , & Kluckhohn (1952).Culture A critical re sop up of concepts and definitions Culture consists of patterns, explicit and implicit, of and for behavior acquired and transmitted by symbols, constituting the distinctive achievements of human groups, including their embodiments in artif acts the essential core of culture consists of traditional (i. e. historically derived and selected) ideas and especially their connected values culture systems may, on the one hand, be considered as products of action, and on the other as conditioning elements of further action. Banks, J. A. & McGee (1989).Multi heathenish education. Needham Heights, MA Allyn & Bacon Most social scientists today view culture as consisting in general of the symbolic, ideational, and intangible aspects of human societies. The essence of a culture is not its artifacts, tools, or other tangible heathen elements but how the members of the group interpret, use, and perceive them. It is the values, symbols, interpretations, and perspectives that distinguish one people from another in modernized societies it is not fabric objects and other tangible aspects of human societies.People within a culture usually interpret the meaning of symbols, artifacts, and behaviors in the same or in similar ways. Lint on, R. (1945, p. 32). The Cultural Background of Personality A culture is a configuration of withdrawed behaviors and results of behavior whose component elements are shared and transmitted by the members of a luckicular ships company From a business view, when leadership a multicultural group, it is classical to be aware of the norms, beliefs, and values that the participants take on with them to the setting. These norms, beliefs, and values not only shape identity but they similarly affect perceptions, attitudes and assumptions.These aspects of individuals and groups are typically not visible and yet, they are high schoolly heavy to take into consideration during the planning and facilitative processes. Other aspects of culture implies institution, religion, education, language, corporal culture and life-style. Dimensions of culture Hofstede (1994) identified four dimensions of culture The first one, individualism versus collectivism, refers to how people define themsel ves and their relationships with others. In an individualist culture, the interest of the individual prevails over the interests of the group.Ties between individuals are loose. People look after themselves and their spry families. For example, a student from Colombia may study in the United States and earn a Ph. D. , teach at a distinguished university, and publish important books, but when he returns to visit Colombia, people to whom he is introduced will motivation to know to whom he is related. Colombians want to know who his family is because that places him in society more than more so than any of his accomplishments in the United States. Individualistic cultures desire USA and France are more self-centered and emphasize nearlyly on their individual goals.This kind of cultures tend to hypothesize only of themselves as individuals and as I distinctive from other people. They define people by what they have done, their accomplishments, what kind of car they drive. Individu alist cultures are more remote and distant. collectivized cultures have a great emphasize on groups and think more in terms of we. In China, for example it is out of question to take issue with someones opinion in public. You will do that in a more private and personal atmosphere to protect a person from the loss of formulation.In collectivistic cultures a manoeuver confrontation will be always suspended. The second dimension that the condition presents is the one which indicates the fulfilment to which dominant values in a society tend to be assertive and look more interested in things than in concerning for people and the quality of life. Masculinity is the opposite of femininity together, they form one of the dimensions of national cultures. Masculinity stands for a society which social sex activity roles are dearly distinct men are supposed to be more modest, brotherly, and concerned with the quality of life. Femininity stands for a society where sex roles overlap both men and women are supposed to be modest, tender and concerned with the quality of life. The Masculinity and Femininity dimension adverts how cultures differentiate on not between gender roles. Masculine cultures tend to be compulsive and fatality to excel. Members of these cultures have a tendency to polarize and consider massive and fast to be beautiful. In workplaces employees emphasize their work to a great extent (live in order to work) and they admire achievers who accomplished their tasks.Feminine cultures consider quality of life and helping others to be very important. The country which strives the most for maximal distinction between what women and men are anticipate to do, the culture that place high values on masculine traits stress assertiveness, competition, and material success is Japan, the last country being Sweden. The third dimension is indi movet outdistance, or the way the culture deals with inequalities. Hofstede (1997,p. 28) defines spring distance as the extent to which less(prenominal) powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.Hofstede call ups that power distance is learned early in families. In high power distance cultures, children are evaluate to be obedient toward parents versus being treated more or less as equals. In high power distance cultures, people are expected to display respect for those of higher spatial relation. For example, in countries such as Cambodia and Thailand, people are expected to display respect for monks by greeting and taking leave of monks with ritualistic greetings, removing hats in the presence of a monk, dressing modestly, set monks at a higher level, and using a vocabulary that shows respect.In a high power distance culture, company bosses are kings and employees liege subjects who dont speak out. In the low power distance workplace, subordinates expect to be consulted, and ideal bosses are elected. In more democratic organizations, leaders are physically more accessible. And finally, the last dimension is about uncertainty avoidance which expresses the deficit that people tolerate ambiguous situations and pauperisation formal rules. Uncertainty is the extent to which the members of a culture fell imperil by uncertain or unkn consume situations.One of the dimensions of national cultures (from indistinct to strong). . Some cultures need to have a strong uncertainty avoidance like France. In France many strict regulations are used and tasks are heavily centralized in companies and for meetings it is important to consider that. They are very careful with the details or any circumstances which could cause any kind of uncertainty for French business people. Germans and Finns have a less level of uncertainty avoidance and a medium level of power distance have the need for clearly specified competence to avoid uncertainty.They need specific procedures and distributions of tasks, instructi ons and rules. The co-ordination and control can be achieved through and through standardization and certification measurers. Americans and Chinese (Hong Kong) have a lower need for uncertainty avoidance and rather avoid too many rules and formalities. They are more likely to stimulate innovations and emphasize new ideas. They are more flexible and more acting than reacting on changes occurring inside and outside of business. In contrast cultures with very strong uncertainty avoidance display their emotions in the way that everything that is different, is dangerous.They resist in changes and worry about their future. 3. Cultural leadership Are leaders made or born? I think this is a question that most of us asked in a issue or another. In my opinion leaders are made but they moldinessiness have some skills before that process too. If individual have the desire and willpower, he can become an effective leader. Good leaders develop through a never ending process of self-study, educ ation, training, and experience. To stimulate your workers into higher levels of police squadwork, there are certain things a leader must be, know, and, do.These do not come naturally, but are acquired through relentless work and study. Good leaders are continually working and poring over to improve their leadership skills. Leadership is a process by which a person captures others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. We can affirm that culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization.The mature values that create tradition or the way we do things here because as we should know things are done differently in every organization. The collective vision and customary folklore that define the institution a re a upbraiding of culture. Individual leaders, cannot soft create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. But, everything somebody dose as a leader will affect the climate of the organization.For instance, the cultural diversity of employees found in worldwide multinational organizations presents a substantial challenge with respect to the design of multinational organizations and their leadership. In my opinion, disposed the increased globoseization of industrial organizations and increased interdependencies among nations, the need for better sense of cultural influences on leadership and organizational practices is getting higher. Situations that leaders must face are highly complex, constantly changing, and difficult to interpret.More than ever before, managers of international firms face fierce and rapidly changing international competition. globalization has also created the need for leaders to become competent in cross-cultural awareness and practice. Adler and Bartholomew (1992, p. 53) contend that global leaders need to develop louver cross-cultural competencies. maiden, leaders need to understand business, political, and cultural environments worldwide. Second, they need to learn the perspectives, tastes, trends, and technologies of many other cultures. Third, they need to be able to work concurrently with people from many cultures.Fourth, leaders must be able to change to living and communicating in other cultures. Fifth, they need to learn to relate to people from other cultures from a position of equality rather than cultural superiority. Additionally, global leaders need to be skilled in creating trans cultural visions. They need to develop communication competencies that will enable them to articulate and carry out their vision in a diverse workplace. In sum, todays leaders need to acquire a challenging set of competencies if they think of to be effective in present-day global societies.GLOBE (Global Leadership and Organizational Effectiveness) started a research program in order to describe how different cultures view leadership behaviors in others, and they identified six global leadership behaviors charismatic/ value based, team orient, participative, humane oriented, autonomous, and self-protective. These global leadership behaviors were defined as follows Charismatic/value-based leadership reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values.This kind of leadership includes being visionary, inspirational, self-sacrificing, trustworthy, decisive, and performance oriented. Team-oriented leadership emphasizes team building and a frequent purpose among team members. This kind of leadership includes being collaborative, integrative, diplomatic and administratively competent. Participative leaders hip reflects the degree to which leaders involve others in making and implementing endings. It includes being participative and non-autocratic.Humane-oriented leadership emphasizes being supportive, considerate, compassionate, and generous. This type of leadership includes modesty and sensitivity to people. self-reliant leadership refers to independent and individualistic leadership, which includes being autonomous and unique. Self-protective leadership reflects behaviors that hear the safety and security of the leader and the group. It includes leadership that is self-centered, status conscious, conflict inducing, face saving, and procedural. Below, you have examples with leadership styles in different culturesThe countries from east European have the idea of a leader which is moderately charismatic/value-based team-oriented, and people-oriented yet more often than not uninterested in involving others in the decision-making process. To sum up, this culture describes a leader a s one who is highly autonomous, makes decisions independently, and is to a certain degree invigorate, team-oriented, and oversolicitous to human needs. Quite different from the Eastern European countries, the Latin American countries place the most importance on team-oriented, charismatic/value based, and self-protective leadership and the least importance on autonomous leadership.As a fact ,those leaders tend to be moderately interested in people and their participation in decision making. An ideal example of leadership for the Nordic European countries is leadership that is highly visionary and participative while being roughly independent and diplomatic. For these countries, it is less important that their leaders be people oriented or protective of their office. Nordic Europeans prefer leaders who are inspiring and involve others in decision making. They do not expect their leaders to be exceedingly compassionate, nor do they expect them to be concerned with status and other self-centered attributes.For countries in Africa, an ideal leader is modest, compassionate, and sensitive to the people. In addition, they believe a leader should be relatively charismatic/value-based, team oriented, participative, and self-protective. Leaders who act independently or act alone are viewed as less effective in these countries. In short, the African indite characterizes effective leadership as caring leadership. Like many other countries, these countries believe leaders should be inspirational, collaborative, and not excessively self-centered. Leaders who act autonomously are seen as ineffective in African countries.The leadership write for the Middle Eastern countries differs significantly from the profiles of the other regions. Middle Eastern countries find self-attributes such as face saving and status are important characteristics of effective leadership. They also value being independent and familial. However, they find charisma, collaboration, and participativ e decision making less essential for effective leadership. To sum up, the Middle Eastern profile of leadership emphasizes status and face saving and de-emphasizes charismatic/value-based and group-oriented leadership.As we can see above, the dominant cultural norms endorsed by societal cultures have got global leader behavior patterns and organizational practices that are differentially expected and viewed as legitimate among cultures. Thus, the attributes and behaviors of leaders are, in part, a reflection of the organizational practices, which in turn are a reflection of societal cultures. 4. Conclusions after I have done this paper I realized that culture and leadership are like the two sides of the same coin. I believe that culture have a significant impact on leadership.First of all, culture shapes an individual s self-definition of a leader through unsounded ideas about self and work. Second, the norms, values, beliefs or assumption an individual already learnt in the cultur e, makes him pass through cultural filters so that he perceive the world of work and leadership development different, meaning we dont see the world through the same lens. We talked about culture, its definitions from different points of view, dimensions of culture and cultural leadership.Here we touched arias like globalization, leaderships styles accepted all over the world with regional examples. After all, the core of this project can be summarized in a couple of phrases, like the ones below. Leaders are immersed in their own societal culture, and they are most likely to act out the global leader behavior patterns that are favored in that culture. Founders influence the behavior of subordinate leaders and subsequent leaders by use of selective management selection criteria, role modeling, and socialization.Further, the dominant cultural norms endorsed by societal cultures induce global leader behavior patterns and organizational practices that are differentially expected and vi ewed as legitimate among cultures. Thus, the attributes and behaviors of leaders are, in part, a reflection of the organizational practices, which in turn are a reflection of societal cultures. At the present time, there is a greater need for effective international and cross-cultural collaboration, communication and cooperation, not only for the effective practice of leadership, but also for the betterment of the human conditions.As we view in this project, globalization has let its mark on the cultures of the world, which are getting more and more interconnected. As a conclusion, nowadays leaders should be encouraged or take initiative to reflect on their own values, see that multicultural differences exist and work to improve culture for all. 5. References Cultures and Organizations Intercultural Cooperation and its richness for Survival Hofstede, Geert (1994) http//books. google. ro Cross-cultural approaches to leadership development by Clyde Brooklyn Derr http//www. cribd. co m/doc/17743776/Nature-of-Culture-Its-Impact-on-Business http//www. via-web. de/conceptualization-of-culture/ http//www. ramergroup. com/pdfs/Concepts-of-Leadership. pdf http//www. online-leadership-tools. com/develop-leadership. hypertext mark-up language http//www. nwlink. com/donclark/leader/leadcon. html Concepts of Leadership http//www. thunderbird. edu/wwwfiles/sites/globe/pdf/process. pdf Cultural Influences on Leadership and Organizations Project GLOBE