The Global and Cultural Contexts pdf

After studying this chapter, you will be able to: • Understand the role culture can play in leadership • Describe the three levels of culture • Discuss the model of national culture • Id

NGHỆ THUẬT LÃNH ĐẠO

MSMH: NS301DV01

Chapter 2:

The Global and

Cultural Contexts

After studying this chapter, you will be able to:

• Understand the role culture can play in leadership

• Describe the three levels of culture

• Discuss the model of national culture

• Identify the impact of gender on leadership

• Discuss the role diversity plays in leadership

 Definition and levels of culture

 Models of national culture

 Group culture: gender and diversity

Chapter 2

2.1- Definition and Levels of Culture

Definition and Characteristics

• Culture consists of the commonly held values within a group of people It is a set of norms, customs, values, and assumptions that guides the behavior of a particular group of people.

• Culture is the lifestyle of a group the collective programming of the group members.

• Culture is shared by members of a group

Definition and Characteristics

• Group members learn about their culture

through their parents and family, schools, and other social institutions, and consciously and unconsciously transfer it to the young and new members.

• Culture affects how people view the world and how they think, and therefore, shapes behavior.

Levels of Culture

Culture exists at three levels:

• National Culture: a set of values and beliefs shared by people within a nation

• Group Culture: different cultural, ethnic, and religious groups lead to cultural diversity (variety of human

structures, belief systems, and strategies for adopting to situations that exist in different groups

• Organizational Culture: a set of values, norms and

beliefs shared by members of an organization

Impacts of Culture

• National culture exerts a strong and pervasive influence

on people’s behavior in everyday activities and in

organizations

• The influence of organizational culture is, generally,

limited to work-related values and behaviors

• National culture strongly influences organizational culture

• All three levels of culture shape views and expectations of leaders

• Each country and region in the world develops a particular organizational and management style based largely on its national culture

Chapter 2

2.2- Models

of National

Culture

1 Hall’s High-Context and

Low-Context Cultures

• Edward Hall’s model, divides communication styles

within cultures into two groups: high context and low

context (Hall, 1976)

• Context refers to the environment and the information

that provide the background for interaction and

communication

– Leaders from high-context cultures rely heavily on the context, including nonverbal cues and situational factors, to communicate others and understand the world around them They use personal relationships to establish communication.

– Leaders from low-context cultures focus on explicit, specific verbal and written messages to understand people and situations

1 Hall’s High-Context and

Low-Context Cultures

2 Hofstede’s Five Cultural

Dimensions

Power distance The extent to which people accept unequal distribution

of power In higher power-distance cultures, there is a wider gap between the powerful and the powerless.

Uncertainty

avoidance The extent to which the culture tolerates ambiguity and uncertainty High uncertainty avoidance leads to low

tolerance for uncertainty and a search for absolute truths.

Individualism The extent to which individuals or closely-knit social

structure, such as the extended family, is the basis for social systems Individualism leads to reliance on self and focus on individual achievement.

Masculinity The extent to which assertiveness and independence

from others is valued High masculinity leads to high sex-role differentiation, focus on independence,

ambition, and material goods.

Time orientation The extent to which people focus on past, present or

future Present orientation leads to a focus on short-term performance.

3 Tigh and Loose Cultures

• Harry Triandis (2004): uncertainty avoidance be

classified into tigh or loose categories.

• In tigh cultures, members follow rules, norms, and

standards closely

– Behaviors are, therefore, closely regarded; those who do not abide by the rules are criticized, isolated, or even ostracized, depending on the severity of the offense.

• Loose cultures show much tolerance for behaviors that are considered acceptable, and although rules exist,

violating them is often overlooked

4 Vertical and Horizontal Dimensions of Individualism and

Although the focus is on each individual being unique, individuals are considered equal to others without a strong hierarchy Ex:

Sweden.

Collectivistic Strong group feeling with

clear rank and status differentiation among group members; members feel

obligation to obey authority and sacrifice self for good of the group if needed Ex:

Japan.

All group members are considered equal; the group has little hierarchy and there

is strong focus on democratic and egalitarian processes Ex: Israel.

5 Trompenaars’s Cross-Cultural

Organizational Cultures

conflict, and remove obstacles.

• The Guided Missile is also egalitarian culture, but focus

on task completion rather than individual needs

– In guided-missile organizations, leadership is based on expertise and follower participation is expected

5 Trompenaars’s Cross-Cultural

Organizational Cultures

• The Eiffel Tower cultures is hierarchical and task

focused It is characterized by a steep, stable,

and rigid organization

– The focus is on performance through order and

obedience of legal and legitimate authority

– The leader is the undisputed head of the organization and has full responsibility for all that occurs

• The Family Culture is hierarchical and take care

of individuals

– The family culture functions like a traditional family

– The leader’s role is that of a powerful father figure, who

is responsible for the welfare of all members

6 Global Leadership and Organizational Behavior Effectiveness Research (GLOBE)

• Conducted by a group of researchers in 62 countries

(House et al., 2004)

• GLOBE examines culture using 9 dimensions

• GLOBE assumes that culture affects what leaders do and how organizations are structured and managed

• GLOBE identifies several categories of leader behavior:

– Charismatic/ value-based leadership is generally desirable

across most cultures.

– Team-based leadership is believed to contribute to outstanding leadership in many cultures.

– Participative leadership is seen, generally, as positive, its

6 Global Leadership and Organizational Behavior Effectiveness Research (GLOBE)

confrontational.

Gender

Future

Chapter 2

2.3- Group Culture

Group Culture

• Group culture may consist of a number of

– primary factors such as gender, ethnicity, and age and other

– secondary factors such as income, education, and membership in various groups

Dimensions of Group Culture and Diversity

Dimensions of Group Culture and Diversity

• The primary dimensions of diversity are the

visible and stable aspects of a person.

• Factors that are considered secondary are more dynamic

• Group culture can affect people in 2 important ways:

– People’s leadership style may vary based on their

Gender and leadership

1 Web Structure:

• Leaders in hierarchical web structures are at the center rather than at the top

• This structure, and their position within it, allows them to

be accessible and informed

– Whereas top-down and bottom-up information in traditional

hierarchy is filtered and altered as it travels, leaders at the center

of the web gain direct access to all others in the organization, and their employees have access to them.

– The web structure prevents from feeling isolated and out of touch

Gender and leadership

2 Non command and Control Use of Power:

• Having power means that you must be willing to not have any (Sellers, 2004)

3 Business Ranking

• “That’s a non female thing to do Ranking is the opposite

of what women are about” (Sellers, 1998: 80)  focus on mentoring other women and helping them balance family and work (Weiss, 2006)

Potential Causes of Poor Representation of Women in

Leadership

• Gender differences in leadership style and effectiveness

– Such as communication styles, negotiation styles

and effectiveness

– Women tend to show more people-oriented and

democratic styles (whereas men were more likely to be task focused and autocratic)

– Transformational leadership  focuses on

establishing an emotional connection with followers and inspiring them toward implementing change, showing

more individualized attention to their followers, and being

Potential Causes of Poor Representation of Women in

Leadership

• Women have less experience in organizations

– Women are generally not as well prepared as men to take on leadership roles

– Women have less work experience and are less

interested in investing their time and resources in

reaching top levels of organizations than men

• Women are less committed to their work and career

• Women quit their job more often

– Women are not able to devote as much time to their careers, and are more likely to quit their jobs, thereby hindering their progress  burden of child-care and household work

• Women are less educated

Potential Causes of Poor Representation of Women in

Leadership

• Discrimination

– Discrimination: women, and members of other non dominant groups, are placed at a disadvantage not based on their abilities or actions, but based on other non-job-related factors

– Sexual harassment

Potential Causes of Poor Representation of Women in

Leadership

• Gender stereotypes

– Women have to fulfill two contradictory roles and

expectations, those of being a woman and those of

being a leader (Eagly and Karau, 2002) Being a leader requires forceful behaviors that are more masculine

(e.g being proactive and decisive) than feminine

(being kind and not appearing too competent)

– But, women who are more masculine are often not

liked and not considered effective (Powell, Butterfield, and Parent, 2002)

– Men particularly expect women to account in ways that are stereotypically feminine, and evaluate them poorly when they show the more masculine characteristics

typically associated with leadership

Potential Causes of Poor Representation of Women in

Solutions

• Organizations and leaders to create, value, and maintain

a multicultural organization where discrimination is not tolerated

– Multiculturalism aims at inclusiveness, social justice, affirmation, mutual respect, and harmony in a pluralistic world

– The benefits of building a multicultural organization go beyond

women and minority groups; they extend to all those who are

different, including those from another culture.

• Training and education can help people become aware

of their biases, understand their own and others’ cultural point of view, and better accept differences

Factors in Becoming a Multicultural Organization

Questions? ?