Cultural differences of effective leadership
Leading a global team, however, is about embracing differences and pulling the right levers at the right times to get the best out of a team.
GLOBE has focused on universals and culture-based differences in perceived effectiveness of leadership attributes by asking middle managers whether certain leader characteristics and behaviors would help or hinder a person in becoming an outstanding leader.
A far rarer group are the truly global leaders, those individuals with the capability to operate effectively in any culture.
Global Leadership Behaviors So we have a framework that we can use to understand cultural differences. Hughes, R. Shyness might be considered rude in some cultures.
Culture and leadership theory
The good news is that these cultural differences are surprisingly stable and predictable. What makes a great leader? Thus culture is mostly the sum of the values and beliefs of influential past leaders. Become acquainted with how other cultures give non-verbal cues, and at the very least, learn the greetings from other countries so you can make a shining first impression. In many cultures, interrupting someone is considered to be impolite, while in most Latin cultures, interrupting conveys that one is interested in what the other person in saying. Certain charismatic attributes are perceived to be culturally contingent. In China, the influence of Confucian values make people wary of leaders who talk without engaging in specific action. To the Indians this looked like the British distrusted them and created a coolness in future relations. Leaders are often thought to be risk- takers, but GLOBE found that risk taking is not universally valued as contributing to outstanding leadership.
Time observations In the U. In this way, both individuals grow spiritually, through toughness. Collectivists, on the other hand, are expected to act to help the community.
For example the model tells us that in both Brazil and Russia inequality is accepted, even expected. Cultural Diversity At first this approach might appear to complicate the picture. How you rally a team and, hence, achieve success depends greatly on how you interpret the motivations of everyone involved.
Accordingly, task-oriented leaders are preferred.
Hughes, R. In order to ascend the organizational ranks, such leaders must seek consensus on decisions and drive others through a keen process orientation. Business is global, but each business organization has a culture shaped by the business it is in and the people who run the business. Each capability must be interpreted for the local culture. These beliefs and attitudes towards those who abuse authority, such as a bully, and those who use their authority responsibility and honorably, such as teachers in Vietnam, translate over into leadership in Vietnamese culture. When senior leaders succeed, they often redefine culture in a way that is a direct reflection of their own personality. For instance, American are extremely future oriented, in that we are always looking toward the future. If you want to know where you stand, consider taking any one of the number of cultural sensitivity tests online. Leaders from these countries tend to be less autocratic and more sensitive to employee needs. Straight-shooting leaders tend to be less interpersonally sensitive.
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