Ch14: International and Culturally Diverse Aspects of Leadership-m

You know that you have good cultural intelligence when you can

Readily interpret the meaning of a smile from a foreigner

A major challenge in developing a diverse workforce has shown to be

Reducing turnover among the minority group member hired.

According to research, two success factors for international management positions are

Sensitivity to cultural differences and being culturally adventurous

What are 3 components of cultural intelligence?

1. Cognitive CQ (head) 2. Physical CQ (body) 3. Emotional/motivational CQ (heart)

What are 3 sources of cultural misunderstandings

1. Language differences 2. Work habits 3. Women's roles

Initiatives for achieving cultural 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

Advantages of managing diversity: demographic and cultural diversity

1. reduction of turnover and absenteeism costs 2. managing diversity well offers a marketing advantage 3. companies with a favorable record in managing diversity are at a distinct advantage in recruiting and retaining talented people. 4. heterogeneity in the workforce may offer the company a creativity advantage 5. diversity and inclusion programs help local economies thereby boosting social responsibility

A marketing advantage of having a multicultural work force is that

A marketing campaign can be more readily developed to read a targeted ethnic or racial group

A study of about 450 German managers indicated that they had a pronounced cultural value related to

A strong performance orientation

A contextual chameleon is a global leader who

Adapts to unfamiliar roles and environments

Members of an employee network group

Affiliate on the basis of a group characteristic such as race

When faced with conflict, a Malaysian manager is likely to

Be diplomatic in finding a solution

The major purpose of diversity training is to

Bring about workplace harmony

In contrast to his or her souther counterpart, the stereotypical U.S. northern manager is likely to be

Brusque and impatient for results

Call center namer Charlie has a strong performance orientation value, so he is likely to

Encourage high standards of performance at the call center

A study found that when executives on assignment overseas had low emotional intelligence, they often

Failed in their assignments

A useful guideline in motivating workers from different cultures is to

Figure out which redress have high valence for them

Workers with a high-power-distance value tend to accept the idea that

People have unequal power throughout the firm.

A major challenge in providing leadership to cross-cultural teams is that the team members may

Have different attitudes toward hierarchy and authority

To achieve a high level of cultural intelligence, your ______, ______ and ______ would have to work together smoothly

Head, body, and heart

A term developed to replace diversity (with respect to organizations) is

Inclusion

Todd, an American strategy specialist, visits his company's Italian affiliate. He is introduced to Annette, a native Italian, and the human resources director of the Italian affiliate. Todd should probably

Lightly kiss Annette on both cheeks

A key initiative for retaining minority group members and assisting in their advancement is

Mentoring

To motivate foreign workers to actually but, the sales representative should be

Multicultural

North verses Southern US

Southern US lower key. More interested in relationship building than managers in the North. North: efficient and gets tasks finished quickly.

It is recommended that the global leader must

Tap into a deep, universal layer of human motivation

Diversity is most likely to enhance business performance when

The organization culture supports diversity

A key characteristic of an organization with leadership diversity is that

There is a heterogeneous group of leaders

Key dimensions of differences in cultural values: gender egalitarianism

the degree to which a culture minimizes and should minimize gender inequality. Low: South Korea

Major account executive Katrina is visiting another country, and soon discovers that her customers will not talk about business until the group has dined together for several hours. Katrina would show cultural sensitivity by

Trying to understand the dining tradition

Hospital administrator Amanda has an urgent time orientation so she is likely to

Value time as a scare resource

The clearest commitment to valuing diversity occurs when

Values diversity is incorporated into organizational strategy

Multicultural leader

a leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. to influence culturally diverse people, the leader must be aware of overt and subtle cultural differences.

Cross-cultural training

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

German managers

tend to avoid uncertainty, are assertive and not considerate of others. Show little compassion, and their interpersonal relations are straightforward and stern. Short workweek.

Key dimensions of differences in cultural values: humane orientation

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

Diversity training

to bring about work-place harmony by teaching people how to get along better with diverse work associates

A problem in hiring for person-organization fit is that

Cultural diversity within the organization might become limited

The typical behavior of French managers in major French corporations illustrates how

Cultural values influence leadership style

Three facets of CQ: emotional and motivational

ability to overcome obstacles and setbacks

Three facets of CQ: physical body

actions and demeanor must prove to your hosts that you have entered their world by adopting people's mannerisms and habits

Cultural sensitivity definition

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

Cultural intelligence (CQ)

an outsiders ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would

Leadership initiatives for achieving cultural diversity

diversity is clearest when it is embedded in organizational strategy, as well as in the life and culture of the organization. A true diversity strategy should encourage all employees to contribute their unique talents, skills, and expertise to the organization's operation.

Malaysian managers

emphasize collective well-being and display a strong humane orientation within a society that respect hierarchical differences. Prefers harmonious relationships.

Motivating and inspiring workers in other cultures

figure out which rewards have high valence for them. workers who lack basic necessities in life would rather be rewarded with a scooter than a luxury pen

Problems of cultural misunderstanding

language differences, religion, work habits, women's roles, personal appearance, transgender

Cultural sensitivity

leader must be willing to acquire knowledge about local customs and learn to speak the native language if they want to influence people from another country

Cultural values and Leadership style: French managers

management and leadership processes very from culture to culture. strong emphasis on class. managers would expect obedience and high respect from group members, and would tend to emphasize bureaucracy

Three facets of CQ: cognitive head

pick up on the factual clues about relevant behavior

Success factors in international management position: two traits related to success in conducting international business

sensitivity to cultural differences and being culturally adventurous. being able to read emotions is helpful when evaluating how well the person from another culture is accepting your propositions. being a contextual chameleon is important. able to adapt to unfamiliar roles and environments

Global leadership skill

the ability to exercise effective leadership in a variety of countries. Influence people who are dissimilar to the leader and stem from different backgrounds.

Key dimensions of differences in cultural values: performance orientation

the degree to which a society encourages and rewards group members for performance improvement and excellence. Ex. High performance orientation: US and Singapore; low performance orientation: Russia and Greece

Key dimensions of differences in cultural values: assertiveness

the degree to which individuals are assertive, confrontational, and aggressive in their relationships with one another. High: US and Austria; Low: Sweden and New Zealand

Key dimensions of differences in cultural values: in group collectivism

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

Key dimensions of differences in cultural values: power distance

the degree to which members of a society expect and should expect power to be distributed unequally

Key dimensions of differences in cultural values: future orientation

the extent to which individuals engage in future oriented behaviors such as delaying gratification, planning, and making investments for the future.

Key dimensions of differences in cultural values: uncertainty avoidance

the extent to which members of a society rely on social norms, rules, and procedures to lessen the unpredictability of future events

Key dimensions of differences in cultural values: time orientation

the importance nations and individuals attach to time.

Key dimensions of differences in cultural values: work orientation

the number of hours per week and weeks per year people expect to invest in work verses leisure, or there non-work activities