The Global and Cultural Contexts pdf

NGHỆ THUẬT LÃNH ĐẠO MSMH: NS301DV01 Chapter 2: The Global and Cultural Contexts Purpose After studying this chapter, you will be able to: • Understand the role culture can play in leadership • Describe the three levels of culture • Discuss the model of national culture • Identify the impact of gender on leadership • Discuss the role diversity plays in leadership Content  Definition and levels of culture  Models of national culture  Group culture: gender and diversity Chapter 2 2.1- Definition and Levels of Culture Definition and Characteristics • Culture consists of the commonly held values within a group of people. It is a set of norms, customs, values, and assumptions that guides the behavior of a particular group of people. • Culture is the lifestyle of a group the collective programming of the group members. • Culture is shared by members of a group. • Culture has performance and is passed down from one generation to another. Definition and Characteristics • Group members learn about their culture through their parents and family, schools, and other social institutions, and consciously and unconsciously transfer it to the young and new members. • Culture affects how people view the world and how they think, and therefore, shapes behavior. Levels of Culture Culture exists at three levels: • National Culture: a set of values and beliefs shared by people within a nation. • Group Culture: different cultural, ethnic, and religious groups lead to cultural diversity (variety of human structures, belief systems, and strategies for adopting to situations that exist in different groups. • Organizational Culture: a set of values, norms and beliefs shared by members of an organization Impacts of Culture • National culture exerts a strong and pervasive influence on people’s behavior in everyday activities and in organizations. • The influence of organizational culture is, generally, limited to work-related values and behaviors. • National culture strongly influences organizational culture. • All three levels of culture shape views and expectations of leaders. • Each country and region in the world develops a particular organizational and management style based largely on its national culture. [...]... hierarchy is filtered and altered as it travels, leaders at the center of the web gain direct access to all others in the organization, and their employees have access to them – The web structure prevents from feeling isolated and out of touch with the needs of their subordinates and their organization Gender and leadership 2 Non command and Control Use of Power: • Having power means that you must... impacts how others view the person and therefore how they may react to leadership from that person Gender and leadership 1 Web Structure: • Leaders in hierarchical web structures are at the center rather than at the top • This structure, and their position within it, allows them to be accessible and informed – Whereas top-down and bottom-up information in traditional hierarchy is filtered and altered... Multiculturalism aims at inclusiveness, social justice, affirmation, mutual respect, and harmony in a pluralistic world – The benefits of building a multicultural organization go beyond women and minority groups; they extend to all those who are different, including those from another culture • Training and education can help people become aware of their biases, understand their own and others’ cultural. .. performance being the primary criterion for effectiveness 5 Trompenaars’s Cross -Cultural Organizational Cultures • The Eiffel Tower cultures is hierarchical and task focused It is characterized by a steep, stable, and rigid organization – The focus is on performance through order and obedience of legal and legitimate authority – The leader is the undisputed head of the organization and has full responsibility... situational factors, to communicate others and understand the world around them They use personal relationships to establish communication – Leaders from low-context cultures focus on explicit, specific verbal and written messages to understand people and situations 1 Hall’s High-Context and LowContext Cultures 2 Hofstede’s Five Cultural Dimensions Power distance The extent to which people accept unequal... power-distance cultures, there is a wider gap between the powerful and the powerless Uncertainty avoidance The extent to which the culture tolerates ambiguity and uncertainty High uncertainty avoidance leads to low tolerance for uncertainty and a search for absolute truths Individualism The extent to which individuals or closely-knit social structure, such as the extended family, is the basis for social... organizations emerge from the group rather than being assigned – Therefore, leadership is based on competence and expertise, and the leader’s responsibility is to provide resources, manage conflict, and remove obstacles • The Guided Missile is also egalitarian culture, but focus on task completion rather than individual needs – In guided-missile organizations, leadership is based on expertise and follower participation... Collectivism II (in-group) Assertiveness The degree to which a culture values fairness, generosity, caring and kindness The degree to which a culture values and practices collective distribution of resources The degree to which individuals express pride and cohesion in their family or organization The degree to which individuals are assertive, direct and confrontational The extent of gender differentiation... Glass ceiling – Women and minorities face a glass ceiling – invisible barriers and obstacles that prevent them from moving to the highest levels of organizations (Arfken, Bellar, and Helms, 2004) • Cultural factors – such as going to lunch with the “right” group, playing sports, being members of certain clubs… Solutions • Organizations and leaders to create, value, and maintain a multicultural organization... differentiation) The extent to which a culture invests in the future rather than in the present or past The degree to which a culture values and encourages performance and excellence Gender egalitarianism Future orientation Performance orientation Chapter 2 2.3- Group Culture Group Culture • Group culture may consist of a number of – primary factors such as gender, ethnicity, and age and other – secondary . rely heavily on the context, including nonverbal cues and situational factors, to communicate others and understand the world around them. They use personal. through their parents and family, schools, and other social institutions, and consciously and unconsciously transfer it to the young and new members. • Culture