Scribd
Upload
10 views15 pages

Chapter 02

leader ship ch 2

Uploaded by

mohamed mahdy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
10 views15 pages

Chapter 02

leader ship ch 2

Uploaded by

mohamed mahdy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 15

Chapter Two

Global and Cross-Cultural


Leadership
PRINCIPLES OF LEADERSHIP
Andrew J. DuBrin, 7th Edition
Learning Objectives

• Explain the potential ethical and competitive advantage


from leading and managing diversity.
• Describe how cultural factors, including values, influence
leadership practice.
• Explain the contribution of cultural sensitivity and
cultural intelligence to leadership effectiveness.
• Explain how global leadership skills contribute to
leadership effectiveness.
• Pinpoint leadership initiatives to enhance the acceptance
of cultural diversity.
Work Force Trends
• Work forces are becoming more diverse and cultures of
inclusion are becoming more common.

• Globalization is compelling businesses to send more


workers to other countries.

• Leaders are traveling and working abroad in greater


numbers.

• Workers with international experience and skills are


increasingly more sought-after in the workplace.
Diversity

• Human characteristics that make people


different from one another.

• Leaders should be the champions for


valuing the inclusion of these differences.
Understanding the
“Differences”
• The sources of our individual variations are complex, but
are generally grouped into two categories:

• Those over which we have little or no control


• Biologically determined – race, sex, age, certain physical
attributes, the family and society we are born into

• Those over which we have some control


• Through our conscious choices and deliberate efforts
• Work, background, income, marital status, military
experience, political beliefs, geographic location, education
Advantages of Managing
Diversity
• Reduction of turnover and absenteeism costs
• Managing diversity well offers a marketing advantage
• Companies with a favorable record in managing diversity
are at a distinct advantage in recruiting and retaining
talented people.
• Heterogeneity in the work force may offer the company a
creativity advantage, as well as improve its problem-
solving and decision-making capability.
• Diversity and inclusion programs help local economies
thereby boosting social responsibility.
Cultural Factors Influencing
Leadership Practice
• Multicultural leaders have skills and attitudes to relate
effectively to and motivate people across race, gender,
age, social attitudes, and lifestyles.

• One way to understand how national cultures differ is to examine


their values or cultural dimensions.

• The values embedded in a culture influence the behavior of leaders


and managers as well as the behavior of other workers.

• Relationships between people in a society are affected by the values


programmed in the minds of these people.
Dimensions of Cultural Values
European Styles of
Management

• French managers – who work in a strong culture


of class - tend to behave in a superior,
authoritarian, and bureaucratic manner.

• German managers tend to avoid uncertainty,


and are dispassionate, assertive, straightforward,
and stern.
Malaysian Managers
• Culture emphasizes collectivism and is human-
oriented.
• Culture discourages aggressive, confrontational
behavior, preferring harmonious relationships.
• Managers show compassion but are more
autocratic than participative.
• Managers act logically, decisively, and remain
resolute.
• Managers adopt a more formal, diplomatic style
to avoid conflict and show consideration of
others.
Northern US vs. Southern US
Managers
• Southern managers are low key and people-
oriented.

• Northern managers are more brusque, efficient,


and task-oriented.

• Culturally-based differences in leadership style


are not as important as practices that work in
every culture, for all businesses.
Cultural Sensitivity and
Cultural Intelligence
• Cultural Sensitivity is an awareness of and
a willingness to investigate the reasons why
people of another culture act as they do.

• Cultural Intelligence is an outsider’s ability


to interpret someone’s unfamiliar and
ambiguous gestures the way that person’s
compatriots would.
Global Leadership Skills
• Refer to the ability to exercise effective leadership in a
variety of countries.
• The essence of global leadership is the ability to
influence people who are dissimilar to the leader and
stem from different cultural backgrounds.
• Excellent global leaders have a leadership style that
generates superior corporate performance in terms of:
• Profitability and productivity
• Continuity and efficiency
• Commitment and morale
• Adaptability and innovation
Leadership Initiatives for
Achieving Cultural Diversity
• Hold managers accountable for achieving diversity
• Establish minority recruitment, retention, and mentoring
programs
• Conduct diversity training
• Conduct cross-cultural training
• Encourage the development of employee networks
• Avoid group characteristics when hiring for person-
organization fit
• Modify products and services for targeted demographic
groups
• Attain diversity among organizational leaders
Summary
• The modern leader must be multicultural.
• Managing for diversity brings a competitive advantage to the firm.
• The leader must be aware of overt and subtle cultural differences to
influence, motivate, and inspire culturally diverse people.
• Differences in cultural values help explain differences among people.
• Cultural values influence leadership style as well as the behavior of
other workers.
• Cultural sensitivity is essential for inspiring people from different
countries.
• Global leadership skills help improve a company’s reputation and
contribute to a sustainable competitive advantage.
• Top management commitment to valuing diversity is clearest when
valuing diversity is embedded in organizational strategy.

You might also like