Chapter 14 - Leadership - MGMT-5370

English only policy

A growing number of companies have declared English the official language of business. One argument for English-only policy is that multilingualism can interfere with accomplishing business goals. However, some see the policy as an affront to their cultural identity and may resent the idea that English is superior. Note that this policy does not allow companies to require workers speak only English during breaks or when interacting with one another.

cross-cultural training

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

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.

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.

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.

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 non-work activities.

Cultural Intelligence (CQ)

Cultural Intelligence (CQ) is an outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would. Three components: Cognitive CQ (head) Physical CQ (body) Emotional/motivational CQ (heart) A divergent learning style contributes to the development of cultural intelligence.

LO: Explain the contribution of cultural sensitivity and cultural intelligence to leadership effectiveness.

Cultural sensitivity is essential for inspiring people from different countries. Cultural Sensitivity is an awareness of and a willingness to investigate the reasons why people of another culture act as they do. Leaders must acquire knowledge about local customs and learn to speak the native language passably (unless the company has an English-only policy). -- Five aspects of cultural sensitivity -- -Recognition of nuances in customs -Being a multicultural worker -Recognizing potential problems of cultural misunderstanding -Transgender employees -Flexibility in dealing with others

Malaysian Managers - mgt style

Culture emphasizes collectivism and is human-oriented. Culture discourages aggressive, confrontational behavior, preferring harmonious relationships. Managers show compassion but are more autocratic than participative. Managers act logically, decisively, and remain resolute. Managers adopt a more formal, diplomatic style to avoid conflict and show consideration of others.

power distance

Degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals' physical and intellectual capabilities and heritage As a cultural value, the degree to which members of a society expect, and should expect, power to be distributed unequally.

LO: Describe how cultural factors, including values, influence leadership practice.

Differences in cultural values help explain differences among people. Cultural values influence leadership style as well as the behavior of other workers. Multicultural leaders have skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. One way to understand how national cultures differ is to examine their values or cultural dimensions. The values embedded in a culture influence the behavior of leaders and managers as well as the behavior of other workers. Relationships between people in a society are affected by the values programmed in the minds of these people.

LO: Explain how global leadership skills contribute to leadership effectiveness.

Global leadership skills help improve a company's reputation and contribute to a sustainable competitive advantage. These skills refer to the ability to exercise effective leadership in a variety of countries. The essence of global leadership is the ability to influence people who are dissimilar to the leader and stem from different cultural backgrounds. Excellent global leaders have a leadership style that generates superior corporate performance in terms of: -Profitability and productivity -Continuity and efficiency -Commitment and morale -Adaptability and innovation

affinity group

Group sharing common interest, usually people who are members of an organization.

Diversity

Human characteristics that make people different from one another. Leaders should be the champions for valuing the inclusion of these differences.

Northern U.S. vs. Southern U.S. Managers

Southern managers are low key and people-oriented. Northern managers are more brusque, efficient, and task-oriented. Culturally-based differences in leadership style are not as important as practices that work in every culture, for all businesses.

LO: Explain the potential, ethical, and competitive advantage from leading and managing diversity.

The modern leader must be multicultural. Managing for diversity brings a competitive advantage to the firm. The leader must be aware of overt and subtle cultural differences to influence, motivate, and inspire culturally diverse people. Managing diversity well offers a marketing advantage Companies with a favorable record in managing diversity are at a distinct advantage in recruiting and retaining talented people. Heterogeneity in the work force may offer the company a creativity advantage, as well as improve its problem-solving and decision-making capability. Diversity and inclusion programs help local economies thereby boosting social responsibility. Enhancement of team performance.

Leadership Diversity

The presence of a culturally heterogeneous group of leaders

LO: Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

Top management commitment to valuing diversity is clearest when valuing diversity is embedded in organizational strategy. Hold managers accountable for achieving diversity. Establish minority recruitment, retention, and mentoring programs. Conduct diversity training. Conduct cross-cultural training. Encourage the development of employee networks. Avoid group characteristics when hiring for person-organization fit. Modify products and services for targeted demographic groups. Attain diversity among organizational leaders.

Physical CQ

actions and demeanor that prove to foreign hosts that a person has entered their world

Divergent learning style

concrete experience, reflective observation, imaginative; Using a lesson and reflective journaling

Multicultural leaders

have skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles.

Behavioral complexity

individuals are able to exhibit a broad array of contrasting behaviors

Cultural Sensitivity

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

Cognitive CQ

refers to self-awareness and the ability to detect cultural patterns

person-organization fit

reflects the extent to which your personality and values match the climate and culture in an organization

Emotional CQ

self-confidence and courage to keep trying even though first few attempts at adapting one's behavior to a group of foreign workers went poorly

German managers - mgt style

tend to avoid uncertainty, and are dispassionate, assertive, straightforward, and stern.

gender egalitarianism

the degree to which a collective minimizes gender inequality

assertiveness

the degree to which individuals are assured, confrontations, and aggressive in their relationships with one another

uncertainty avoidance

the degree to which societies are willing to tolerate uncertainty and risk 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.

in-group collectivism

the extent to which people should take pride in being members of their family, circle of close friends, and their work organization

time orientation

whether a culture's values are oriented toward the future (long-term orientation) or toward the past and present (short-term orientation)

French managers - mgt style

who work in a strong culture of class - tend to behave in a superior, authoritarian, and bureaucratic manner.