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Crosscultural Leadership

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Individualism vs. Collectivism. Uncertainty Avoidance. Power Distance. Masculinity vs. Femininity ... Institutional Collectivism. In-Group Collectivism. Gender ... – PowerPoint PPT presentation

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Title: Crosscultural Leadership


1
Cross-cultural Leadership
2
Deep-Level Diversity National Cultural
Differences
  • Different value orientations across cultures
  • Broad belief systems that guided our behaviors
    and judgments
  • Despite globalizations, differences between
    cultures are not disappearing quickly

3
 
Kluckholm Strodtbecks Value Orientations
 
4
Work Values Across Cultures(Hofstede Bond)
Individualism vs. Collectivism Uncertainty
Avoidance Power Distance Masculinity vs.
Femininity (Career Success vs. Quality of
Life) Confucian Dynamism
Geert Hofstedes Analysis of Country Cultures
5
Other Values that Affect Work Behavior
  • Universalism vs. particularism principles vs.
    relationships guide decisions/actions
  • Monochronicity vs. polychronicity sense of
    time linearity vs. non-linearity
  • High vs. low context context gives meaning or
    not

6
GLOBE Study Background
  • 170 researchers working for over ten years
    collecting and analyzing data on cultural values
    and leadership practices
  • 17,000 managers in 62 societal cultures
  • 10 culture clusters were developed from the 62
    societal cultures
  • Nine cultural dimensions uncovered

www.thunderbird.edu/wwwfiles/ms/globe/
7
GLOBE Study Societal Clusters
  • Confucian Asia
  • Sub-Saharan Africa
  • Middle East
  • Southern Asia
  • Eastern Europe
  • Anglo
  • Nordic Europe
  • Germanic Europe
  • Latin Europe
  • Latin America

8
GLOBE Study Cultural Attributes
  • Performance Orientation
  • Assertiveness
  • Future Orientation
  • Humane Orientation
  • Institutional Collectivism
  • In-Group Collectivism
  • Gender Egalitarianism
  • Power Distance
  • Uncertainty Avoidance

9
GLOBE Study Cultural Leadership Profiles
  • Charismatic/Value-Based
  • Team-Oriented
  • Participative
  • Humane-Oriented
  • Autonomous
  • Self-Protective

Contribute to outstanding leadership in most
countries
Impedes outstanding leadership in most countries
Differences among cultures in whether it
contributes, impedes or is neutral to outstanding
leadership
10
Limitations of Reliance on Cultural Values
  • These are generalizations---inaccurate and
    sometimes dangerous to apply to any one
    individual
  • They are first best guesses prior to learning
    more about the culture
  • They should be consciously held to allow for
    learning and modification to occur

11
Four strategies for meeting global challenges
  • Encourage aspatial careers (spend working lives
    in multiple cultures)
  • Awareness building assignments (3-12 month
    assignments)
  • SWAT Teams (short term deployment of experts to
    solve problems)
  • Virtual solutions and global human resource
    information systems
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