Revised chapter 8 (8) culture and leadership

•Most assume: – leadership has to do with an individual intentionally exerting influence on others to structure the relationships in an organisation.. •The manager: – embodiment of sta

Chapter 8

Culture and leadership

Different conceptions of leadership

A number of American and European theories about

leadership.

•Most assume:

– leadership has to do with an individual intentionally

exerting influence on others to structure the

relationships in an organisation.

•Definitions differ as to do with how the influence is

exerted and the outcome of the attempt to influence.

•The manager:

– embodiment of stability within an organisation

•The leader:

- ensures the success of the organisation.

• Cultural constraints:

– Power:

– in large power distance cultures:

– an ideal leader may well be expected to display great authority, to the benefit of those being led

– Uncertainty:

– in some cultures that prefer rules and avoid ambiguities – the leader may well need to give strong direction.

– Cultural profile of the leader :

– who is making decisions as to how best to lead.

Leaders may be forced to alter their leadership

behaviour to conform to cultural realities faced.

Success of Japanese products in USA > increasing

attention to Japanese management

•Ouchi (1981):

– introduced the Z theory (basic Japanese approach):

• Starting-point:

– all employees share a collective responsibility for company’s fate

• Focus on subordinates’ attitudes and responsibilities

• Individuals are encouraged to develop their potential within the company:

– they are expected to function (with training) in different positions

This approach :

- impact on US views of management.

The Japanese way

transactional leader

• The transformational leader

– Creates, communicates and embodies a vision which can influence changes in the attitudes and assumptions of

subordinates

– Builds their commitment inspires trust, confidence and

loyalty.

• The (traditional) transactional leader

– Has more of a ‘business-like’ relation with subordinates – Appeals to the self-interest of all parties

• Business needs both types of leadership:

Leadership: two positive

universal attributes

• Two dimensions of leadership very effective in all

societies studied:

– Team-oriented leadership:

• the emphasis on building effective teams and implementing

a goal common to team members

– Charismatic/value-based leadership:

• the emphasis on the communication of vision, values and having confidence in the ‘followers’.

• Brodbeck et al (2008) propose a number of

cultural dimensions which can predict these two types of leadership:

– Team-oriented leadership:

Performance orientation

– Charismatic/value-based leadership:

In-group collectivism Humane orientation Uncertainty avoidance.

attributes (Continued)

Management of global talent

How to ensure (further) success of global

companies?

•Need to take account of global priorities & national contexts

•Global talent should be identified as mix of:

– Competence: necessary knowledge and skills

– Commitment: using the above in workplace while engaging employees with their work role

– Contribution: giving value to company (promoting its

success) while gaining value from it (self-fulfilment)

• Balance needed:

• between global standards and local needs

End