Global Leadership And Organizational Behavior Effectiveness

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

Individual definitions of leadership are often referred to as implicit leadership theories (ILT; Forsyth & Nye, 2008). ILTs are ethnocentric beliefs about traits, behaviors, and characteristics associated with leadership that are influenced by experience, culture, and individual biases. One’s beliefs about the traits a leader possesses influences who emerges as a leader and also how others perceive the leader. Although ILTs are individualistic, there are often common themes among individuals’ ILTs. For example, in a series of studies Offermann, Kennedy, and Wirtz (1994) identified eight dimensions of ILTs that were “Sensitivity, Dedication, Tyranny, Charisma, Attractiveness, Masculinity, Intelligence, and Strength” (p. 54). In a series of follow-up study Epitropaki and Martin (2009) identified six dimensions similar to Offermann et al. (1994). Changes to the dimensions were the removal of Strength and Attractiveness, and changing Charisma to Dynamism (Epitropaki & Martin, 2009).

Through the research performed the staff members of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project identified four effective dimensions of leadership behaviors that are universally recognized world wide. Ironically these are the

Mangers and leaders can be successful in any environment with the right mindset and determination. A global environment represents a concept that includes a broad range of factors a business can use to gain success in all markets. This can influence a business geographic location, politics, technology, culture, and the economic status of the global environment. Managers with the ability to influence individuals, groups, organizations and systems that represent different social, cultural, political, institutional intellectual and psychological characteristics (Lester, & Parnell, 2006). A perceived leader as transformational, a person who can stimulate others intellectually is a necessity within a global environment (Ayman, Kreicker, & Masztal,

While the behavioral paradigm severed for the basis of a new leadership theory, meta-analytic studies revealed that the behaviors of leaders are important for predicting leadership effectiveness (Derue et. al, 2001). In contrast, Zaccaro (2007) stated that while a situation is important in explaining variance in leadership behavior, it might not be as important when differentiating between leaders and followers. The relative stability or malleability to a specific situation may differ over time and between different leadership traits (Zaccaro, 2007).

Global expansion, Global Leadership, Global Trends, are all important topics in this growing business world, it is crucial to be a leader who is effective in the comprehension of cultural variances between their native country and the countries they are interesting in working with. Businesses know that it is important to have a leader who has the ability to work in diverse work environments (Murmu, 2014, p67). Furthermore, adding to the need of leaders who can identify, understand and correctly address different issues that can arise when doing business globally, such as, culture, religious conviction, and society within each country they wish to conduct business in. The avoidance of making the error of operating under the assumption that all

Culture influences leadership in many ways, so it is helpful to first understand what culture is. According to our text culture is defined as the learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people (Northouse, 2016). Culture is the way of life, customs, and script of a group of people. Different cultures have different ideas about what they want from their leaders, but by understanding cultural differences leaders can become more empathetic and accurate in their communication with others. It is clear that different culture groups desire different leadership behaviors when they are looking for an effective leader. Surprisingly there were effective leadership attributes that was identified as universal characteristics. Positive leader attributes include being trustworthy, positive,

Chapter 2 talks about Leadership traits and how non-universal it is due to cultural differences but, there are exceptions to the traits. We can see this by analyzing The Big Five Model of Personality that goes in depth of surgency which includes dominance, extraversion, and high energy with determination. Agreeableness which includes traits of sociability and emotional intelligence, adjustment includes traits of emotional stability and self-confidence, conscientiousness includes traits of dependability and integrity, and openness to experience which includes traits of flexibility, intelligence, and internal locus of control (pg37). In chapter 7 we see an association with the three follower influencing characteristics (pg258-259) for example

If I were the CEO of a multinational corporation in the 21st century, it would be critical for me to develop and employ a cross cultural approach to the leadership in consultation with Hofstede's Five Cultural Dimensions. Though I have prior knowledge of management theories and other examples of Hofstede's work, "Cultural Constraints in Management Theories" (1993) was a welcomed shock and surprise. One of the aspects of the article that struck me the most was the clear demonstration of the singularity of the American style, perspective, and application of management in the workplace. This fact made it abundantly clear to me, that as the CEO of a hypothetical multinational corporation, that it is imperative for the sake of my financial success, professional reputation, and for the sake of all my employees, I must not implement the American style of management as part of the leadership practice.

Based on data analysis, leadership in this study tend to be a perceptive process. The findings provide evidence that traits and behaviours are two important leadership perception basis. Consistent with Implicit leadership Theories (Lord et al., 1984; Kenny et al., 1994; Berson et al., 2006), the respondents seem to have their own cognitive framework of behaviours and traits to identify leadership and tend to focus on these traits and behaviours unless researcher mentioned other traits and behaviours. The results suggest that the categories tend to be positive. This finding could support that leadership is a conceptual process and explain why leadership are perceived as positive at most of time. It could be found that there are to some extent

Introductions Global Events and Leadership The Leadership Resource Challenge Global Issue Project Global Issue Presentations Team Factors Study Project and Workshop Review Briefing for assignment 2

In order to better understand the underlying factors contributing to cultural specific leadership styles and to therefore discuss the cross-cultural management/leadership issues this essay will now refer to Hofstede’s cultural dimension model.

When a leader is born, raised and works in the same cultural area, he/she is adapted to the cultural environment. But whenever a person has to lead a team consisting of intercultural people or even when a leader has to move to a different country, the cultural differences might become an obstacle for successful leadership. Different countries, nations have different history, values, religion. A successful leader has to understand such differences to be effective. Hofstede’s Six Dimensions of Culture is an effective framework that helps to find and understand cultural differences of other parts of the world and to overcome the misunderstandings that might erupt unintentionally.

This theory is based on the premise that there are certain personality characteristics that are essential for a person to possess in order to be a leader. The main emphasis is on what the person is in terms of a constellation of personality traits. This theory searches for that set of universal leadership traits that will assure success. Numerous traits have been suggested: courage, integrity, loyalty, charisma, ambition, intelligence, honesty, clairvoyance, persistence, arrogance, health, political skill, confidence and vision.

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.