Culture vs. Leadership

8/4/2019 Culture vs. Leadership

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CULTURE

V/S

GLOBAL

LEA

DERSHIP



G L

The global leadership skills of behavioral complexity and stewardshipdevelopment that contribute to corporate reputation capital are key intangible

resources that leverage sustainable competitive advantage in the 21st century. Inorder to develop leaders who can effectively lead global operations, it isimportant to understand what makes leaders effective across cultures.



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The definitions of an "effective leader" vary from one culture to another

Coaching prepares leaders for succession and helps them achieve more personal satisfaction

To develop global leaders, coaches need to have work experience intheir home country as well as out of their home country

GLOBALLEAD

RSHIP



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Leaders need not adopt a dynamic or constantly changing style. It is proposed

that leaders should create a strong organizational culture that has values and normsthat supersede national culture values and norms in order to minimize the adverse

effects of cultural diversity.



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Building connections with people from around the world is just one dimension of cultural diversity. You also have issues like motivating people, structuring projects, and

developing strategy. What works in one location may or may not work somewhere else.

The question is, "How can we come to understand these cultural differences?”

Are we relegated to learning from our mistakes or are there generalized guidelines tofollow?

•ISSUES to ADDRESS



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I n d i v i d u a l i s m

P o w e r

/ D i s t

a n c e

L o n g T e r m

O r i e n t a t i o

n M a s c u l i n i

t y

Uncertainty

This refers to the degree of inequality that exists - andis accepted - among people

with and without power

FIVE DIMENSIONSOF

CULTURE

This relates to the degree of anxiety society membersfeel when in uncertain or unknown situations.

This refers to the strength of the ties people have to otherswithin the community

This refers to howmany a societysticks with, and

values, traditionalmale and female

roles

This refers to howmuch society values

long-standing asopposed to short termtraditions and values



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Do’s for Culture SensitiveManagers

1. Pay particular attention to the countries from which the people youdeal with on a day-by-day basis come.

2. Think about some interactions you've had with people in other

countries.

4. Evaluate your performance and do further research and preparationfor the next time.

3. Challenge himself to learn more about one culture in particular.



Click icon to add pictureLeaders InfluencingOrganizational Culture

Very rarely are leaders engaged in creating organizational culture from

scratch. Most of the time, leaders are hired to take over existing organizations

and achieve effectiveness targets

several arguments against attempts to change organizational culture include

considering it to be too elusive and hidden for leaders to identify and change

(Harris & Ogbonna, 1998). However, evidence exists that culture can be

changed.



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STEPS FOR ORGANIZATIONALCULTURE CHANGE

1. Changing behaviors of subordinates, because that's the most effectiveway of changing people's beliefs (Harris & Ogbonna, 1998).

2. Justifying the new behavior to employees so that they can see itsworth, because changes in behavior alone do not guaranteecommitment and cultural change.

3. Motivating the new behaviors through cultural communication viaannouncements, memos, rituals, stories.



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4. Socializing new employees and teaching them the target culturalvalues

5. Removing members of the organization who misfit the target cultureif the cost of training them for it exceeds the value their skills andexperience adds to the organization



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The Role of Socialization

Through socialization, the leader can transmit to

followers the organizational values, assumptionsand attitudes in an attempt to change their own inorder to maximize the fit between new employeesand the organizational culture.

However, socialization is not restricted inapplication by leaders to new employees, as it is a

process that is continuous across a person'scareer. In other words, then the organization facesnew demands or wishes to go in new directions,employees need to be socialized to orientthemselves and their behaviors accordingly.




Transmission and Integration of Organizational Culture

"The role of the middle manager as an agent of change is to make sense of, unite,

and transmit the organization's culture. This process is complicated because a

manager must get deep inside a new organization's culture and come to know its

needs, processes, and people in a relatively short period of time to weld them all

together into a smoothly functioning, the informal messages that leaders

communicate to the newcomers in the organization were shown to be "the more

powerful teaching and coaching mechanism“(Schein, 2004, p.258).




Culture Differences in Business Relations

Many business majors and practitioners immersed in questions of financial

forecasting, market studies, and management models have turned aside from the

question of culture and how it affects business.

But now more and more organizations are finding themselves involved in

communication across cultures, between cultures, among cultures because they aresourcing from another country, seeking financing from another country, or have an

increasingly multicultural workforce.




Cultural Differences in business Strategies

Because entrepreneurs mature within a societal context, their attitudes toward

cooperation are likely to be influenced by the underlying values of their society.

They are more likely to cooperate with others to avoid risks and reduce

responsibilities. However due to the medium masculinity, Africans sometimes are

reluctant to cooperate because their masculine culture view cooperation in general

as a sign of weakness and place a high value on independence and control.




Cultural Differences in Conflict Management

In order to solve conflicts, Chinese and Africans have different ways. For Chinese

where harmony and personal relationship are very important, they don’t like openconflict; 2010 International Conference of Organizational Innovation 893 therefore

they use indirect ways to work out problems. Anytime there is conflict, they use

the authority to end up with it or settle things in private. Negotiation and

compromise are determinant for them in this case.




Africans managers like Europeans or Americans, will directly confront problems

and bring them out in the open. To resolve problems, everybody is involved in

order to bring rational arguments and ideas to suggest solutions.




Cultural Differences in Work-group Characteristics

The first difference about the work-group characteristics is the concept of “brotherhood, network, family feeling” which is at the heart of all Chineseinteractions

In African business style which is quasi the western business style, managers focuson the deal, the possibilities, the risks and so on.



CONCLUSION



Click icon to add pictureUnderstanding other cultures is more important than ever. If we consider that

people from the same economic, political, and cultural background have

problems communicating effectively; we can appreciate the difficulties andchallenges that people from diverse cultures face when trying to communicate.

Knowing another culture is a legitimate concern of businesses. More than that,

it is essential. Those who make effort the effort to understand another culture

gain knowledge about how to behave in that culture. Otherwise, if you know

what people value and understand their attitudes, you won’t unintentionally do

something that offends and diminishes your chances for business success.




THANK YOU

Culture vs. Leadership

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