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Chapter 13 - Culture and Leadership

Leadership

Northouse, 4thedition

Chapter 13

Culture and Leadership


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Culture and Leadership Description

Culture Defined

Related ConceptsDimensions of Culture

Clusters of World Cultures

Characteristics of Clusters

Leadership Behavior & Culture Clusters

Universally Desirable & Undesirable Leadership Attributes


Overview


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Culture & Leadership Description

Culture & Leadersh ip focuses on a collectionof related ideas rather than a single unifiedtheory

Global izat ion

Increased after World War II

Increased interdependence between nations

Economic, social, technical, political

Has createdmany challenges

Need to design multinational organizations

Identify and select leaders for these organizations

Manage organizations with culturally diverseemployees

Perspective


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Globalizat ion has created a need

to understand how cultural differences affect

leadership performance

for leaders to become competent in cross-cultural

awareness and practice

Five cross-cultural competencies for Leaders(Adler & Bartholomew, 1992)

1. Understand business, political, & cultural

environments worldwide

2. Learn the perspectives, tastes, trends &

technologies of many cultures

Perspective


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Five cross-cultural competencies for Leaders(Adler & Bartholomew, 1992), contd.

3. Be able to work simultaneously with people from

many cultures4. Be able to adapt to living & communicating in other

cultures

5. Need to learn to relate to people from other culturesfrom a position of equality rather than superiority

Global leaders need to be skilled in creating transcultural visions

develop communication competencies to implementthese visions

Perspective


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Culture DefinedCulture:

learned beliefs, values, rules, norms, symbols &

traditions that are common to a group of people

shared qualities of a group that make them

unique is the way of life, customs, & scripts of a group

of people

Terms related to cu l ture

Multiculturalapproach or system that takes more than

one culture into account

Diversityexistence of different cultures or ethnicities

within a group or organization


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Related Concepts

Ethnocentr ism The tendency for individuals to place their own group

(ethnic, racial, or cultural) at the center of theirobservations of the world

Perception that ones own culture is better or morenatural than other cultures

Is a universal tendency and each of us is ethnocentricto some degree

Ethnocentrism can be a major obstacle toeffective leadership Prevents people from understanding or respecting

other cultures


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Related Concepts

Prejud ice

a largely fixed attitude, belief, or emotion held

by an individual about another individual or

group

based on faulty or unsubstantiated data

Involves inflexible generalizations that are

resistant to change or evidence Is self-oriented rather than other-oriented


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Related Concepts

Prejudice, contd.

Leaders face the challenge of dealing with

their own prejudices and those of followers

Can be toward the leader or leaders culture

Can face followers who represent culturally

different groups and they may have their own

prejudices toward each other

A skilled leader needs to find ways to

negotiate with followers from various cultural

backgrounds


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Dimensions of Culture

Research focused on various dimensions of culture in

the past 30 years

Hall (1976) reported that a primary characteristic of culturesis

degree of focuson the individual (individualistic) or on thegroup (collectivistic)

Trompenaars (1994)classified an organizations culture into 2

dimensions:

Egalitarian-hierarchical - degree to which cultures exhibit shared

power vs. hierarchical power

Person-task orientation - extent to which cultures emphasize

human interaction vs. focusing on tasks

Hofstede (1980, 2001)benchmark research identified 5 major

dimensions on which cultures differ

Research


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House et als (2004) research on the

relationship between culture and leadership

resulted in the GLOBE research program

Initiated in 1991this program involved more than

160 investigators

Used quantitative methods to study the responses

of 17,000 managers in more than 950organizations, 62 different cultures

Developed a classification of cultural dimensions

identified nine cul tural dimensions

Research


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GLOBE research p rog ram nine cul turald imens ions

Uncertainty Avoidance: extent to which a society, organization, or group relies on

established social norms, rituals, and procedures to avoiduncertainty

Power Distance:

degree to which members of a group expect and agreethat power should be shared unequally

Ins t i tut ional Col lect iv ism :

degree to which an organization or society encourages

institutional or societal collective action.

Research


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GLOBE research prog ram nine cu l turald imens ions

In-Group Col lect iv ism :

degree to which people express pride, loyalty, andcohesiveness in their organizations or families

Gender Egali tar ianism :

degree to which an organization or society minimizes

gender role differences and promotes gender equality

Assert iveness:

degree to which people in a culture are determined,assertive, confrontational, and aggressive in their social

relationships

Research


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GLOBE research prog ram nine cu l turald imens ions

Future Orientat ion :

extent to which people engage in future-oriented behaviorssuch as planning, investing in the future, and delayinggratification

Perform ance Orientat ion :

extent to which an organization or society encourages andrewards group members for improved performance andexcellence

Humane Orientat ion :

degree to which a culture encourages and rewards people

for being fair, altruistic, generous, caring, and kind to others.

Research


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GLOBE researchers divided the data

from 62 countries into regional clusters

Clusters provide a convenient way to

Analyze similarities & differences betweencultural groups

Make meaningful generalizations about culture &

leadership

Clusters were found to be unique

Regional clusters represent 10 distinct

groups

Clusters of World Cultures


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Clusters of

WorldCultures


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GLOBE research analyzed data on each

of the regions using the dimensions of

culture

Results found regional clusters that were

significantly higher or lower on particular

dimensions

From this data, several observations can bemade about the characteristics of these

regional cultures



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Characteristics include -

Anglocompetitive and result-oriented

Confucian Asia

result-driven, encourage groupworking together over individual goals

Eastern Europeforceful, supportive of co-workers,

treat women with equality

Germanic Europe

value competition &aggressiveness and are more result-oriented

Latin Americaloyal & devoted to their families and

similar groups


Observations


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Characteristics include -

Latin Europevalue individual autonomy

Middle East

devoted & loyal to their own people,women afforded less status

Nordic Europehigh priority on long-term success,

women treated with greater equality

Southern Asia

strong family & deep concern fortheir communities

Sub-Sahara Africaconcerned & sensitive to others,

demonstrate strong family loyalty


Observations


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GLOBE project overall purpose:

Research how differences in culture are

related to differences in approaches toleadership

How different cultures view leadership

behavior in others

Research identified six global leadership

behaviors

Leadership Behavior

& Culture Clusters


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Global leadership behaviors:

Charismatic/value-based leadersh ip

reflects the ability to inspire, to motivate, andto expect high performance from others based

on strongly held core values

Team-oriented leadersh ipemphasizes teambuilding and a common purpose among team

members.

Leadership Behavior

& Culture Clusters


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Part ic ipat ive leadersh ipreflects the degree

to which leaders involve others in making and

implementing decisions.

Humane-or iented leadersh ipemphasizes

being supportive, considerate,compassionate, and generous.

Leadership Behavior

& Culture Clusters


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Autonomousleadership refers to

independent and individualistic leadership,

which includes being autonomous and

unique.

Self-protect ive leadersh ipreflects behaviorsthat ensure the safety and security of the

leader and the group.

Leadership Behavior

& Culture Clusters


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Culture Clusters & Desired

Leadership Behaviors

Eastern Europe Leadership Profile

A leader would be independent whi le maintain ing

strong interest in p rotect ing their posi t ion as a

leader


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Leadership BehaviorsLatin America Leadership Profile

Leader is charism atic/value-based bu t somewhat

self-serving, co l labo rat ive, & insp ir ing

Ch t 13 C lt d L d hi


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Leadership BehaviorsLatin Europe Leadership Profile

Leadersh ip that is insp ir ing , co l labo rat ive,

part ic ipat ive, & self-confidentbut not high ly

compassionate



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Leadership BehaviorsConfucian Asia Leadership Profile

A leader who works & cares about others but

uses status & po si t ion to make independent

decis ions wi thout inpu t of others



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Leadership BehaviorsNordic Europe Leadership Profile

Want leaders who are inspir ing & invo lve others in

decis ion m aking do no t expect them to be concerned

w ith status & other self-centered attr ibu tes

Chapter 13 C lt re and Leadership


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Leadership BehaviorsAnglo Leadership Profile

Want leaders to be exceedingly m otivat ing & vis ionary,

considerate of others, team-or iented & autonom ous and

no t autoc rat ic

Chapter 13 Culture and Leadership


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Sub-Saharan Leadership Profile

Effect ive leadership as caring leaders s hou ld

be insp irat ional, co l labo rat ive, & not excessively

self-centered



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Southern Asia Leadership Profile

Effect ive leadership as especial ly co l labo rat ive,

inspirational, sensitive to peoples needs and

concerned with status & face saving



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Germanic Europe Leadership Profile

Effect ive leadership is based on part ic ipat ion,

char isma, autonom y, but not on face saving & o ther

self-centered attr ibutes



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Leadership BehaviorsMiddle East Leadership Profile

Leadership emphasizes status & face saving and

de-emphasizes charismatic, value-based & g roup

oriented leadersh ip



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GLOBE project identified a list of leadershipattributes

Universally endorsed by 17,000 people in 62

countries as positive aspects of effective leadership

GLOBE study identified 22 valued leadershipattr ibutes

Characteristics that facilitate outstanding leadership

GLOBE study also identified att r ibutes viewedas obstaclesto effective leadership

Characteristics that hinder effective leadership

Universally Desirable & UndesirableLeadership Attributes



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Universally Desirable

Leadership A ttr ibutes



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Universally Undesirable

Leadersh ip Attr ibu tes



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StrengthsCriticisms

Application



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Strengths

GLOBE study is a major study and, to date, the only studyto analyze how leadership is viewed by cultures in all partsof the world.

Findings from GLOBE are valuable because they emergefrom a well-developed quantitative research design.

GLOBE studies provide a classification of culturaldimensions that is more expansive than the commonly usedHofstede classification system.

GLOBE studies provide useful information about what isuniversally accepted as good and bad leadership.

The study of culture and leadership underscores thecomplexity of the leadership process and how it isinfluenced by culture.



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Criticisms

Research does not provide a clear set of assumptionsand propositions that can form a single theory about theway culture relates to leadership or influences theleadership process.

Labels and definitions of cultural dimensions andleadership behaviors are somewhat vague, difficult attimes to interpret or fully comprehend the findings aboutculture and leadership.

This study focuses on what people perceive to beleadership and ignores a large body of research thatframes leadership in terms of what leaders do (e.g.,transformational leadership, pathgoal theory, skillsapproach).



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Criticisms

Researchers in the GLOBE study measured

leadership with subscales that represented a very

broad range of behaviors and as a result

compromised the precision and validity of the

leadership measures.

The GLOBE studies tend to isolate a set of attributes

that are characteristic of effective leaders without

considering the influence of the situational effects.



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Application

The findings about culture can help leaders understandtheir own cultural biases and preferences.

Different cultures have different ideas about what theywant from their leaders, and these findings help our

leaders adapt their style to be more effective in differentcultural settings.

The findings can help global leaders communicate moreeffectively across cultural and geographic boundaries.

Information on culture and leadership can be used tobuild culturally sensitive Web sites, design newemployee orientation programs, conductprograms in relocation training, and improveglobal team effectiveness.

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