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1
Chapter Fourteen
International and Culturally Diverse
Aspects of Leadership
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
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.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Learning Objectives (cont’d)
Explain how global leadership skills contribute to leadership effectiveness.
Pinpoint leadership initiatives to enhance the acceptance of cultural diversity
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Work Force Trends
Work forces are becoming more diverse and cultures of inclusion 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
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
Advantages of Managing for Diversity
Reduction of turnover and absenteeism costs
Offers a marketing advantage Advantage in recruiting and
retaining talented people Unlocks the potential for excellence A creativity advantage and
improved problem-solving and decision-making
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
Spheres of Activities
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
Multicultural Leader
A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
Figure 14-2 Dimensions of Cultural Values
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
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
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
Malaysian Managers
The culture emphasizes collectivism and is human-oriented
The 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
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
Northern v. Southern U.S.
Southern managers are low key and people-oriented
Northern managers are more brusque, efficient, and task-oriented
Culturally-based differences in leadership style not as important as practices that work in every culture, for all businesses
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Culturally Sensitive Leader
Willing to acquire knowledge about local customs
Willing to learn to speak the language
Patient Adaptable Flexible Tolerant
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
Cultural Intelligence (CQ)
… an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
Facets of Cultural Intelligence (CQ)
Cognitive CQ (head): the ability to interpret factual clues, i.e., the significance of a deadline or the order of a meeting agenda
Physical CQ (body): the ability to recognize and adopt the physical conventions of a culture
Emotional/motivational CQ (heart): the desire and effort to improve one’s understanding of a culture
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
15
Global Leadership Skills Global leadership skills are the ability to
exercise effective leadership in a variety of countries
These skills can improve a company’s reputation and create a competitive advantage
Global leaders display the behavioral complexity to attain success in four areas: corporate profitability and productivity continuity and efficiency commitment and morale adaptability and innovation
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
Global Leadership Skills (cont’d)
Global leaders tap into deep, universal human motivations and needs
Cultural sensitivity is high Culturally adventurous Good command of a second
language
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
17
Cultural Diversity Initiatives
Hold managers accountable for achieving diversity
Establish minority recruitment, retention, and mentoring programs
Conduct diversity training Conduct cross-cultural training
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
Cultural Diversity Initiatives (cont’d)
Encourage the development of employee networks
Avoid group characteristics when hiring for person-organization fit
Attain diversity among organizational leaders
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19
Diversity Training
Workplace education and training designed to help employees become
aware of and empathize with people who are different from themselves
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
20
Cross-Cultural Training
A set of learning experiences designed to help employees
understand the customs, traditions, and beliefs of another language
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
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
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
Summary (cont’d)
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 cultures
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
23
Summary (cont’d)
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