Cross Cultural Approaches to Professional Leadership

Lewis, a variety of leadership structures are outlined according to each country. This helps to highlight the vast differences in leadership and management style around the globe, and can aid companies as they begin to forge into the global market.[1] The differences are striking, even between countries with similar cultural backgrounds, like the United Kingdom and the United States of America and demonstrate that in order to have a truly successful business partnership with a different country, you must spend time learning to understand exactly how that country handles business, and how it manages it’s employees. Lewis states, “By focusing on the cultural roots of national behavior, both in society and business, we can foresee and calculate with a surprising degree of accuracy how others will react to our plans for them, and we can make certain assumptions as to how they will approach

In this essay, I am going to discuss how practices of managing culture have been used to develop the management of Globalization in the post-bureaucratic era. Globalization has led to the increasing number of global business relationships, the emergence of new global work structures and work environments. To address this I will discuss Cultural globalization, the practices of Frederick Taylor (Carol Carlson Dean, (1997)) that have led to the social dominance, as corporations around the world have started to adopt these practices to increase bureaucracy for interest and welfare of the companies. Proceeding on to the second point on Global leaders in a heterogeneous vs. homogeneous world. Where (Rego, A., Clegg, S. & Cunha, M. 2011) describe the heterogeneous view “We live in an increasingly borderless world that is nonetheless still filled with linguistic, cultural, political, temporal, economic, and social borders." compared to (Osifo.S, Eromosele. O December 2011) who says that globalisation has allowed “Organizations have an innate tendency to develop homogeneity, in the sense of shared beliefs and shared values. And finally triple bottom line approach in multinationals. Where pressures from stakeholders, have given companies incentive to focus on triple bottom line (Carol M. Sánchez, Alexandra S. Schmid, 2013)

When leaders work in cross border situations, leadership problems in, regards to social complexities, are especially challenging because of the cultural background influences, and appropriate leadership behaviors. Expectations of preferred leadership styles, managerial behaviors, and nature of relationships are influenced by the culture in the context of the environment. Cross border leadership is important because of the need to function in this diverse context (Rockstuhl, 2011). The reality of globalization has caused the increased need for leaders, and managers- workers learn, strengthen, and adapt their cultural CQ. This paper will first discuss the four domains of CQ and its subcategories. Followed by analyzing my strengths, weaknesses,

In multinational companies, business leadership has numerous challenges. There has been a prevailing imperative towards the development of partnerships and strategic alliances. This has been because of the need for companies to lower production costs, carry out distribution in a foreign country, or succeed in the face of varied regulatory environments. The result has been the need for business leaders to frequently interact with and manage as well as be managed by culturally diverse populations.

The global economy today is made up of many nationalities and each nationality brings with them a unique culture. Part of leadership success is learning who you are working with inside the organization. When a leader is examining what strategy will work best for the organization’s goals, it is important to remember that the terms “leadership” and “success” have numerous definitions depending upon the culture in which you are defining it (Rook). Forming working relationships is just one key in unlocking effective

Managers in today’s world are important assets to the multicultural organisations. Leadership styles of managers are highly important in terms of managing the team of followers, which has a correlation to the productivity and results that the team would achieve in the future. By having good management, it contributes to the success of the organisation. Hence, it is vital to identify the different leadership styles especially in different cultures to suit the working environment and culture of the organization. In the present multicultural global business industry, cultural differences can come in the way of the success of project completion (Anbari, Khilkhanova, Romanova, & Umpleby , 2009) . It has been claimed that rigid leadership does not promote motivation and creativity, therefore, managers should lead by flexible leadership and be culturally sensitive, adapting to different cultures, for the team to be able to move forward and reach their goals (Anabri et al. 2009). The way a manager’s leadership takes place also affect’s the experience of the employees at work and the relationship between the manager and the employee. Jariya (2012, p66) states that ‘different cultures differ in the values they endorse, people from these cultures often interpret the same managerial practices

The most important aspect of the missions is to contextualization. Before the author talks about this issue, this book provides a definition of the two words: leadership and missionary. First of all, the author defines the term ‘leadership’ as three different roles: 1) the one who set the direction; 2) shares a purpose of the missions; and 3) cultivated a culture by leading them. Second, the author’s definition of missions is, “a missionary is anyone, from any country, who leaves home in order to proclaim the gospel, usually in another culture” (13). Furthermore, according to the book, the missions is not merely proclaiming the good news of Jesus to all over the world, but it should move to church planting, discipleship, biblical education, leadership development, and participate with the world vision, because that is how you fulfill God’s ultimate purpose.

There are a plethora of leadership models to choose from, however, not all leadership model are able to transcend cultures ethically. Organizations seeking to globalize and diversify must choose a leadership model that is equipped to hand such challenges. The cultural style impacts the leadership model, styles and traits, ethical leadership models are tools for shaping organizational culture while honoring the diversity of the social cultures represented by employees. The transformational leadership model is equipped to handle these challenges.

Since the end of World War II, the United States of America has emerged as the newest form of empire, and has been in conflict with various types of nations, despite the fact it has never been in the position of actually defending its geographical territories. Many do not contest the fact that America is a new form of empire; yet, its actions and policy towards exercising world leadership are questioned and criticized. Charles Krauthammer (2003) argues that America has the right to this leadership because it is the only superpower with the ability to maintain peace and extend democracy in its purest form. Even though agreeing with Krauthammer that America has a certain

The purpose of this essay to demonstrate the cultural differences between the UK manager going to work as an expatriate manager in Colombia. By taking into consideration Hofstede, Bond, Trompenaars and other cross cultural management researchers to advise the UK manager about the Colombian culture, taking into consideration the differences between leadership styles, decision making, recruitment and selection, motivation, planning and team versus individual working.The reason for selecting Colombia was that according to the results by Geert Hofstede, these two countries are very opposite to one another. Therefore it will be good to compare the differences and the similarities between the countries’ culture.

His definition of culture is “the collective programming of the mind distinguishing the members of one group or category of people from others” (Hofstede, 2001). These are his six dimensions and how they are relative to leadership. The first dimension is called the Power Distance Index (PDI). This dimension states that the people with less power in the society accept that power and influence is distributed unequally. The lower power members of society want equalization of distribution of power and demand justification. It is imperative for leaders in a global business environment not to be a high power distance leader or a low power distance leader. There needs to be a balance between the two, because you may be leading a diverse team of individuals from different backgrounds and countries. The best way a leader can succeed in this type of situation is to know the team that you are leading and develop flexibility that will motivate the team to follow.

The business world has expanded globally in the 21st century. With the development of the Internet, companies can expand into new markets in a fraction of the time previously necessary. With this new global frontier, organizations have found new challenges. Culture barriers present real obstacles for building cohesive organizational structure. In order to overcome this hurdle and take advantage of the cultural diversity, the leadership must find an effective model to accommodate this diversity while constructing a unified culture. By incorporating the most appropriate ethical leadership model, an organization’s leadership can honor the cultural diversity that is present while successfully shaping the organizational culture.

This essay is in the area of workforce diversity, specifically cultural diversity. The purpose of this essay is to critically examine cultural diversity with the perspectives from manager’s competences and leadership style. Therefore, this essay will critically examine the workforce diversity concept and the implications of leadership, competencies and management. Several of strategies available for managers to deal with diversity in the workplace will be discussed. There are many types of leadership theories and styles, where each of them address cultural diversity in different ways. For this essay, two theories of leadership will be focused on, namely charismatic and transformational leadership. This essay will explore which type of leadership is more appropriate in terms of dealing with cultural diversity. The discussion will also draw upon examples from ANZ to provide supporting evidence. It will be shown from the analysis that ANZ more likely achieves it success by following transformational leadership style. The lessons are that managers of the future will have to be aware of the benefits and costs of transformational leadership style to develop more diverse organization.

In this essay, we are going to explore my experience as a leader as well as team member in a multi cultured group. What make you a leader? and what are the qualities and requirement to be a leader? The study of leadership has always been a core concern for the social and behavioral science. Leadership is indissolubly knotted to team membership. Studying leadership leads to several questions concerning the social psychology of leadership. Leadership is pre-eminently a group process(Chemers,2001). Since leadership involves people, there must be a group of people following the leader and working towards a common goal. According to Kakabadse, Bank and Vinnicombe (2004) “Synergy is the aim of all team working-to produce an output where the whole is greater than the sum of its parts”, output of a team work is much greater than the combination of works made by individual separately. Every team member has their own role in group work. Every member of team has individual roles in their team and are led by one of them who has leadership quality’s towards their goals (Belbin,1981). All members in a group or organization should have a sense of individual responsibility for the task, team and individual circles. But not all are accountable. That is the leaders burden and that is why they have high authority. Even the management have similar qualities but the truth is that leadership and management are different concepts but they overlap.

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.