Leadership - Chap 14 - Dubrin

Cultural intelligence has three facets or components:

*Cognitive CQ (head). The first facet of cultural intelligence is the ability to pick up some factual clues about relevant behavior such as the importance of deadlines. *Physical CQ (body). Your actions and demeanor must prove to your foreign hosts that you have entered their world by adopting people's habits and mannerisms. *Emotional/motivational CQ (heart). Adapting to a new culture involves overcoming obstacles and setbacks. You need the self-confidence and courage to keep trying even though your first few attempts at adapting your behavior to a group of foreign workers went poorly.

8 leadership initiatives for encouraging diversity

1. Hold managers accountable for achieving diversity. 2. Establish minority recruitment, retention, and mentoring programs. 3. Conduct diversity training. 4. Conduct cross-cultural training. 5. Encourage the development of employee networks. 6. Avoid group characteristics when hiring for person-organization fit. 7. Modify products and services for targeted demographic groups. 8. Attain diversity among organizational leaders.

Competitive advantage of demographic and cultural diversity

1. Managing diversity well offers a marketing advantage 2. Companies with a favorable record in managing diversity are at a distinct advantage in recruiting and retaining talented people 3. Heterogeneity in the work force may offer the company a creativity advantage, as well as improve its problem-solving and decision-making capability 4. Diversity and inclusion programs help local economies thereby boosting social responsibility 5. Enhancement of team performance

Divergent Learning Style

A divergent learning style emphasizes concrete experience and reflective observation. Individuals with this learning style are often imaginative and emotional. It was found that overseas work experience is more likely to contribute to the development of cultural intelligence when the global executive has a divergent learning style.

Advantages of Managing for Diversity

A firm that embraces diversity is also behaving in a socially responsible manner. A leader, for example, who chose to hire five developmentally disabled, unemployed individuals, would be acting in a socially responsible manner. -Social responsibility -Competitive Advantage

Employee network (or affinity) groups

A group of employees throughout the company who affiliate on the basis of a group characteristic such as race, ethnicity, sex, sexual orientation, or physical ability status. Group members typically have similar interests and look to the groups as a way of sharing information about succeeding in the organization.

English-Only Policy and Cultural Sensitivity

A key argument for an English-only policy in companies involved in cross-cultural activity is that multilingualism without restriction interferes with accomplishing business goals. In general, the Equal Employment Opportunity Commission (EEOC) states in its compliance manual, "An English-only rule is justified by 'business necessity' if it is needed for an employer to operate safely and efficiently."

Multicultural leader

A leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. Topics that help a leader learn how to manage in a culturally diverse workplace: (1)understanding key dimensions of differences in cultural values and (2)the influence of cultural values on leadership style.

Diversity Training

A learning experience designed to bring about work-place harmony by teaching people how to get along better with diverse work associates. All forms of diversity training center on increasing people's awareness of and empathy for people who are different from themselves in some important way.

Cross-Cultural Training

A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture.

German Mgr Leadership and Style

A strong performance orientation was found to be the most pronounced German cultural value. German middle managers thus tend to avoid uncertainty, are assertive, and are not terribly considerate of others.

Success Factors in International Management Positions

A study was conducted of success factors in international management positions. Two traits were specifically related to success in conducting international business: sensitivity to cultural differences and being culturally adventurous

multicultural worker

A worker who is convinced that all cultures are equally good and enjoys learning about other cultures.

2. Multicultural Worker

A worker who is convinced that all cultures are equally good and enjoys learning about other cultures. Being multicultural helps one be accepted by a person from another culture. The concept of a multicultural worker also refers to an employee who identifies with two more cultures, such as a graphics designer born in Japan, who speaks Japanese at home and works in the United States.

Cultural Sensitivity

An awareness of and a willingness to investigate the reasons why people of another culture act as they do.

Cultural sensitivity

An awareness of and a willingness to investigate the reasons why people of another culture act as they do. Five Aspects 1. Recognition of nuances in customs 2. Being a multicultural worker 3. Recognizing potential problems of cultural misunderstanding 4. Transgender employees 5. Flexibility in dealing with others

Cultural Intelligence

An outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would. For example, an American might be attending a business meeting in Europe. He or she might pick up the clue that the Europeans present prefer to discuss U.S. politics and trade agreements for twenty minutes before discussing the business purpose of the meeting

7. Gender Egalitarianism

As a cultural value, the degree to which a culture minimizes, and should minimize, gender inequality.

1. Performance orientation

As a cultural value, the degree to which a society encourages (or should encourage) and rewards group member for performance improvement and excellence.

5. Humane Orientation

As a cultural value, the degree to which a society encourages and rewards, and should encourage and reward, individuals for being fair, altruistic, and caring others.

2. Assertiveness

As a cultural value, the degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with one another.

6. in-group collectivism

As a cultural value, the degree to which individuals express, and should express, pride, loyalty, and cohesiveness in their organizations and families.

8. Power Distance

As a cultural value, the degree to which members of a society expect, and should expect, power to be distributed unequally.

3. Future orientation

As a cultural value, the extent to which individuals engage (and should engage) in future-oriented behaviors such as delaying gratification, planning, and making investments for the future.

9. Uncertainty avoidance

As a cultural value, the extent to which members of a society rely (and should rely) on social norms, rules, and procedures to lessen the unpredictability of future events.

4.Time Orientation

As a cultural value, the importance nations and individuals attach to time.

10. work orientation

As a cultural value, the number of hours per week and weeks per year people expect to invest in work versus leisure, or other nonwork activities.

General Model of Global Leadership Skills

Excellent global leaders have a leadership style that generates superior corporate performance in terms of four criteria: (1)profitability and productivity, (2)continuity and efficiency, (3)commitment and morale, and (4)adaptability and innovation.

Key Dimensions of Differences in Cultural Values

One way to understand how national cultures differ is to examine their values or cultural dimensions. 1. Performance orientation (High US and Singapore, Low Russia and Greece) 2. Assertiveness (H-US and Austria, L- Sweden and New Zealand) 3. Future orientation (H-Singapore, Switzerland, L- Russia and Argentina) 4. Time orientation ( Asia, Mexico, Middle East) 5. Humane orientation 6. In-group collectivism 7. Gender egalitarianism 8. Power distamce 9. Uncertainty avoidance 10. Work orientation

French Mgr Leadership and Style

France has always put a strong emphasis on class. French managers who have attended the major business schools have the highest status of all. The traditional style of manager would expect obedience and high respect from group members, and would tend to emphasize bureaucracy.

3. Recognizing potential problems of cultural misunderstanding

Problems of cultural misunderstanding leaders should be aware of cluster in five areas 1. language 2. Religion 3. Work habits 4. Women's roles 5. Acceptable personal appearance and behavior 6. Generational difference

Malaysian Mgr Leadership and Style

Malaysians emphasize collective well-being and display a strong humane orientation within a society that respects hierarchical differences. The culture discourages aggressive, confrontational behavior, preferring harmonious relationships. The preferred organizational leadership style is therefore for managers to show compassion, while at the same time be more autocratic than participative.

Northern U.S. Versus Southern U.S. Managers

Managers in the southern United States are lower key and more interested in relationship building than are their brusque counterparts in the north. Leaders from the north have a reputation for efficiency and getting tasks accomplished quickly. Leaders from the south perceive such behavior as rude, pushy, and short on relationship building.

Global leadership Skills

The ability to exercise effective leadership in a variety of countries. global leadership is the ability to influence people who are dissimilar to the leader and stem from different cultural backgrounds.

Leadership Diversity

The presence of a culturally heterogeneous group of leaders.

4. Transgender employees

The reality of greater number of transgender employees in the workplace requires considerable cultural sensitivity on the part of the leader or manager. A particular need for cultural sensitivity is to begin referring to an employee as "him" or "her," when the person was formerly "her" or "him."

Conditions under which diversity enhances team performance

cultural diversity is more likely to enhance team performance when team members have a high learning approach orientation to attaining goals. In contrast, when team members are oriented toward the avoidance of poor performance, cultural diversity has no particular impact on team performance

Leadership Initiatives for Achieving Cultural Diversity

he commitment is clearest when it is embedded in organizational strategy, as well as in the life and culture of the organization. Company leadership should dedicate time to work personally on diversity and inclusion initiatives. A true diversity strategy should encourage all employees to contribute their unique talents, skills, and expertise to the organization's operations, independent of race, gender, ethnic background, and any other definable difference.

Behavioral complexity

is the term given to this ability to attain all four criteria of organizational performance. Excellent global leaders are able to understand complex issues from the four perspectives just mentioned and to achieve the right balance.

Cross-cultural leader

leader must be willing to acquire knowledge about local customs and learn to speak the native language at least passably. Must be patient, adaptable, flexible, and willing to listen and learn. All of these characteristics are part of cultural sensitivity