Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2-1 Chapter 2 The Global and...

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2-1

Chapter 2

The Global and Cultural Contexts


Learning Objectives

Understand the role culture can play in leadership

Describe the three levels of culture

Discuss the models of national culture

Identify the impact of gender on leadership

Address how organizations and leader can develop a cultural mindset


Defining Elements of Culture

Values shared by group members

Set of norms, customs, values, and assumptions

Guides behavior

Makes a group unique

Makes one group different from other groups


Levels of Culture

National Culture

Group Culture

Group Culture

Group Culture

Group Culture

Group Culture

Organizational Culture









Hall’s Cultural Context

High Context Cultures

Rely on environmental cues and context

Subtle cues convey message

Trust is more important than legal and formal contract

Indirect communication

Low Context Cultures

Rely on explicit verbal and written messages

Specific and clear words convey message

Formal and legal contracts guide action

Direct communication and specific instructions


High and Low Context Cultures

High Context

JapaneseChineseKoreans

African AmericansNative Americans

ArabsGreeks

Latin culturesItaliansEnglishFrench

European North Americans Scandinavians

GermansSwiss Germans

Low Context


Hofstede’s Cultural Dimensions

Individualism-Collectivism

Power distance

Uncertainty avoidance

Masculinity

Time orientation



In individualistic cultures:

Individual is autonomous from the group

Personal goals have priority over group goals

Individual attitudes determine behavior

Relationships are based on exchange

Others are far and not part of self



In collectivistic cultures

Individual is dependent on in-group

Group goals have priority over individual goals

Social norms determine behavior

Relationships are based on communal terms

In-group members are close



Vertical – Emphasis on hierarchy

Horizontal – Emphasis on equality



Vertical Collectivist (VC)

Rank and status among members

Obedience to authority

Sacrifice of self

Horizontal Collectivist (HC)

Members are equal

No hierarchy

Decisions based on consensus



Vertical Individualist (VI)

Each individual considered unique

Each individual is to others

Horizontal Individualist (HI)

Each individual considered unique

All members are equal


Trompenaar’s Cross-Cultural Organizational Cultures

Egalitarian

Hierarchical

Person Task

IncubatorIndividual-oriented

Leader removes obstaclesFocus on individual

growth

Guided MissilePerformance-oriented

Leader as a guideFocus on achieving

common goal

FamilyPower-oriented

Leader is a strong, caring parent

Focus on building relationships

Eiffel TowerRigid and robust

Leader is undisputed legitimate boss

Focus on rational performance


GLOBE Dimensions

Power distance: Degree to which power is distributed equally

Uncertainty avoidance: Extent of reliance on norms and rules

Human orientation: Degree to which fairness and kindness are valued

Collectivism I (Institutional): Degree to which collective action and distribution of resources is valued

Collectivism II (in-group): Degree to which individual are close to their family or organization


GLOBE Dimensions

Assertiveness: Degree of directness and confrontation

Gender egalitarianism: Extent of gender differentiation

Future orientation: Extent of investment in the future rather than the past or present

Performance orientation: Degree to which performance is valued


Dimensions of Diversity

PersonPerson

Primary Dimensions

Secondary Dimensions

Age

Gender

Race

Disability

Ethnicity

SexualOrientation

Marital Status

Occupation

Socio-economicbackground Other group

memberships

Religion

Income

Education


Gender and Leadership: Current State

Women make up 49.5% of the workforce in the U.S.

Women are 50.8% of management and professional ranks in the U.S.

Women hold 15.2% of corporate officer positions

Only 3% of CEOs of Fortune 500 companies are female

On the average, women earn 70% of their male counterparts


Gender and Leadership: Current State

In 2009, women made up 14% of U.S. House of Representative members

Only 6 of president Obama’s cabinet are female

The number of female superintendent of schools dropped since 1910 from 9.4% to 4.6% in 1990


Suggested Causes of Gender Differences in Leadership

Leadership style

Balancing work and home

Women are less committed to their work and career

Women have less experience in organizations

Women quit their jobs more often

Women are less educated

Blatant and subtle discrimination

Persistent gender stereotypes

Glass ceiling

Cultural factors


Cultural Mindset

A cultural mindset is a way of thinking that takes culture into consideration in deliberation, decision-making and behaviors. Culture is integral to all thoughts, decisions, and actions--not an afterthought.

Having a cultural mindset goes beyond a simple set of skills.


Elements of a Cultural Mindset

Open to and aware of cultural differences and their impact on perceptions and behaviors

Inquisitive about how others do things

Appreciate and respect cultural diversity

Aware of your own cultural values

Willing to share and exchange cultural information

Willing to learn and expand


Elements of a Cultural Mindset

See yourself as part of the world

Use culture as one of the bases for understanding problems

Proactive in addressing cultural situations

Skilled in interacting with those from different cultures

Sort through cultural differences and find opportunities to innovate


Factors in Becoming a Multicultural Organization

Leadership

Similar rolemodels

Similar rolemodels

Education and

training

Education and

training

Organizational policies

Organizational policies

Research andmeasurementResearch andmeasurement

AccountabilityAccountability

Organizational culture

Organizational culture


Leading Diversity

Focus on common vision and purpose

Celebrate all cultures

Provide the “soft tools”: vision and purpose

Allow others to develop the “hard tools”: strategy, structure, systems

Place diverse people in leadership positions


Leading Diversity

Emphasize learning and challenging existing assumptions

Equalize power

Provide team training to improve interpersonal trust

Increase trust through integrity, contact and transparency


Leadership Challenge

Women play almost no role in public life in Saudi Arabia

Western women are often treated as a “3rd sex”; neither male, nor female

U.S. laws prohibit any discrimination based on sex (even in a foreign assignment)

Objectively, the best choice is the female executive


Leading Change: Deloitte

Named one of the best companies to start a career

CEO, Salzberg, committed to diversity

Recruit in wider group of colleges

Mass Career Customization: Create better fit between life and work All employees are eligible Develop a unique path to success Tailor career with help of manager

Key role of leadership in diversity


Leadership in Action: Nooyi

One of two female CEOs in a Fortune 100 company

Strong focus on being herself and authentic

Brilliant, talented, irreverent

Believes women have to work harder than men to succeed

Her 5 Cs: Competence Confidence Communication Moral compass Being the conscience of the company


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Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 2-1 Chapter 2 The Global and...

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