Leadership And Hofstede 's Six Dimensions

“Culture is to a human collectivity is what personality is to an individual” (Hofstede, 2001). By this, Hofstede means that culture aids in identifying a people group in the same way that a personality identifies a person. This means that in the same way that people with differing personalities but similar values can be servant leaders, unique cultures with the same foundational emphasis on service and leadership can practice servant leadership. This is important to remember when evaluating servant leadership in various cultural

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

This dimension is described by Hofstede (1980, 2001) as the framework where society decides if they are closely related to their group or if they are more individualistic. Does the individual come first? Or does the team? In more individualist countries, focus is on the individuals interest and needs, value is placed on the person specifically, individuals are awarded for their efforts (i.e. leaders take credit for

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,

Culture is shaped by beliefs, ideas, history, religion, and traditions that give each culture its distinctions. Leaders must take culture into account as they lead an organization. Eastern cultures place power and authority high creating a respectful gap between leadership and employees, while western cultures take a more democratic approach building relationship and influence with employees (Hamedoğlu, Kantor, and Gülay, 2012). Leaders must understand the culture surroundings and engage employees using those cultural values in conjunction with values of the organization. Values of an organization will often transcend over cultures, leaders must find a way to engage the values of the organization in a way that fits within the current culture (Staebler Tardino, 2012).

The degree to which personalities are integrated into crowds. This measurement has no political meaning and mentions to the group rather than the individual. Cultures that are original place importance on reaching personal goals. In syndicalist societies, the aims of the group and its happiness are valued over those of the individual.

Infusing a specific culture(s) into one’s leadership, by far, is one of leadership’s greatest challenges. It could be said that culture dictates how leaders lead. In the culture of leadership itself, a leader must understand the context of what is happening around them and how information flows from one audience to the next (Barrett, 2014). Time, language, power, spirituality, tradition, and whether or not a specific culture is driven by collectivism or individualism are also to be considered within that culture of leadership (Barrett, 2014). Understanding these concepts drives how we lead, do business, and communicate with others within the melting pot of our own country and people of foreign lands. Culture shapes the leader’s ideals, personality traits, work values, and to a point, determines the pattern of leadership towards a specific culture (Wibbeke, 2014). It is by knowing other cultures that allows leaders to effectively lead and to connect the dots of differences that impact strategy (Soo, 2012, para. 2).

Masculinity values are those who are determined, fierceness, performance, and the acquisition of money and material objects. Whereas for femininity values are focus on quality of life, maintaining personal relationship, and care for the weak and the environment are emphasized (Rees & Edwards, 2011). In Hofstede et al. (2010), masculinity are high in Japan, German, Italy, and Mexico. According to Hofstede 's analysis, if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team. In country like Sweden, there are more to feminine side. They will focus a group which can balance in terms of skills rather than gender significance.

Understanding cultural differences can enable leaders to more effectively support and manage their followers. Realizing that a leadership style that works in one culture may not result in the same outcome in another country is paramount to foster strong work relationships. This essay will review the cultural dimension scores provided by Geert Hofstede for the United States and Sweden and explore how these differences impact workplace relationships and leadership strategy.

The Hofstede six dimension model 's a study or theory, put forth by Professor Geer Hofstede, on how values in the work place are influenced by cultural differences around the world. The Model analyzes different countries on a scale from one to a hundred in six of the different categories. The categories in the model include; Power Distance Index, Individualism versus Collectivism, Masculinity versus Femininity, Uncertainty Avoidance Index, Long Term Orientation versus Short Term Normative Orientation, and lastly Indulgence versus Restraint. Effective leaders can use this cultural six dimension/model to allow themselves to adapt their leadership qualities based on certain cultural factors in the workplace making the individual a better , more effective leader.

In my experience, working in a team environment not only means working together collaboratively, but also means being sensitive to cultural differences and outlooks within the team. Dr. Geert Hofstede, a Dutch social phycologist, devised a way to recognize these cultural differences in five distinct dimensions (Hofstede’s Cultural Dimensions, n.d.). This essay will discuss these five dimensions and how they relate to leadership, as well as presenting arguments on which combination of these dimensions makes the most

Hofstede 's cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. It describes the effects of a society 's culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis.

Professor Hofstede has studies that show how values in the workplace are influenced by culture. Today’s leaders often encounter employees and peers that come from different cultures. Looking into these studies helps find valuable information that can be used for effective leadership. Recognizing, accepting, and altering leadership styles based on these differences will make everyone’s job easier and mostly importantly the company will thrive.

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.