Term Paper Cross Cultural Leadership
Term Paper Cross Cultural Leadership
Term Paper Cross Cultural Leadership
Study Program
Master of Business Administration (MBA)
Table of Contents
List of Figures
List of Tables
Abstract
1
(House, Sully de Luque, Dorfman, & Javidan, 2006)
2
(House et al., 2004)
3
(House, Javidan, & Dorfman, 2001)
Term paper: Cross Cultural Leadership 5
2.1 Culture
The concept of culture is, as seen above, a quite vague concept. In order to
distinguish between the various societal collectivities in term of cultural differences,
researchers needed to define measurable cultural variables. First of all GLOBE’s
4
(House et al., 2004)
5
(Grove, Leadership Style Variantions Across Cultures: Overview of GLOBE Research Findings, 2005)
6
(House et al., 2004)
Term paper: Cross Cultural Leadership 6
7
(Hofstede, 1994)
8
(House et al., 2004)
9
(House et. al, 2004)
Term paper: Cross Cultural Leadership 7
1 7
Greatly non- Greatly
Assertive
2 6 Assertive
Somewhat Non- 3 5
4 Somewhat
Assertive Assertive
Slightly Slightly
Non-Assertive Neither Assertive
Assertive
nor
Non-Assertive
10
(Grove, Leadership Style Variantions Across Cultures: Overview of GLOBE Research Findings, 2005)
11
(Javidan & House, 2001)
12
(Ashkanasy, Wilderom, & Peterson, 2000)
Term paper: Cross Cultural Leadership 8
Unities of Analysis
Societal
As Is Should be
Manifestation of Culture
13
(Ashkanasy, Wilderom, & Peterson, 2000)
14
(Ronen & Shenkar, 1985)
15
(Gupta, Hanges, & Dorfman, 2002)
16
(House, Hanges, & Javidan, 2004)
Term paper: Cross Cultural Leadership 9
2.2 Leadership
17
(House e. a., 2004)
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(Yukl, 2009)
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(House et al., 2004)
Term paper: Cross Cultural Leadership 10
summary indicators of the characteristics, skills and abilities that are culturally
perceived as conducive or as impediment to an outstanding organizational
leadership. In brief they depict different leadership ‘styles’. The following table (Table
4) summarizes the definitions of the six CLT dimensions.
21
(House et al., 2004)
Term paper: Cross Cultural Leadership 12
Autonomous CLT
Positively
Performance Orientation
related
• Individualistic
• Independent
related • Autonomous
Negatively
Humane orientation
Institutional Collectivism • Unique
The empirical investigation also revealed how the 10 cultural clusters’ scores
on the different CLT dimensions. The polar diagram below (Figure 4) summarizes the
cultural clusters’ scores on the different CLT dimensions, for instance Participative
CLT receives the higher score in ‘Germanic cluster’ and the lowest score in the
‘Middle East’ cluster.
22
(House et al., 2004)
Term paper: Cross Cultural Leadership 13
The Leadership profiles for the remaining 9 cultural clusters are to be found in
Appendix C.
Conclusion
Julius Caesar said that experience “is the teacher of all things”24, this is still an
universally accurate adage. For leaders, work experience and international
assignment are by far the most valuable sources for developping global leadership
skills25. However the GLOBE project’s findings provide ‘soon-to-be’ global leaders
with a platform to sharpen their awareness of differences in culture throughout the
world and differences in leadership behaviors it entails. GLOBE provides a large
amount of information on cross-cultural leadership and specific country cultural
characteristics and leadership profiles. All the findings of the project were edited in an
800 pages book: House, et al. (2004). Cultures, Leadership, and Organizations: the
Globe Study of 62 Societies.26 (House e. a., 2004)
23
(House et al., 2004)
24
Julius Caesar: Roman leader (100-44 BC)
25
(Conner, 2000)
26
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27
(House R. J., 1998)
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Bibliography
Conner, J. (2000). Developing the global leaders of tomorrow. Human Resource Management
Journal , Vol 39, 146-157.
Gupta, V., Hanges, P. J., & Dorfman, P. (2002). Culture Clusters: Methodology and Findings.
Journal of World Business (37), 11-15.
Hofstede, G. (1994). Cultures and Organizations: Software of the Mind. Profile Books.
House, et al. (2004). Cultures, Leadership, and Organizations: the Globe Study of 62
Societies. Sage Publications.
House, R. J., Sully de Luque, M., Dorfman, P. W., & Javidan, M. (February 2006). In the eye
of the Beholder: Cross-Cultural Lessons in Leadership from Project GLOBE. Academy of
Management Persprctives , 67-90.
House, R., Javidan, M., & Dorfman, P. (2001). Project GLOBE: An Introduction. Applied
Psychology: An International Review , 50 (4), 489-505.
Javidan, M., & House, R. J. (2001). Cultural Acumen for the Global Manager: Lessons from
Project GLOBE. Organizational Dynamics , 29, 289-305.
Appendix A
28
(House et al, 2004)
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(House et al, 2004)
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(House et al, 2004)
Term paper: Cross Cultural Leadership 17
Appendix B
Positively
Performance Oriented related
Power Distance
• Performance oriented
Uncertainty avoidance
related
• Collaborative team
In-Group-Collectivism
orientation
Humane Orientation
• Team integration
Performance Orientation
• Diplomatic
Future Orientation
• Malevolent (reverse-
related
Negatively
/ scored)
• Administratively competent
31
(House et al, 2004)
32
(House et al, 2004)
Term paper: Cross Cultural Leadership 18
Positively
Performance Orientation
related
Gender Egalitarianism
Humane Orientation • Participative
Negatively
Uncertainty avoidance
Power Distance
Assertiveness
Humane orientation
Uncertainty Avoidance
Assertiveness
Performance Orientation • Modesty
Future Orientation • Humane oriented
related
Negatively
Power Distance
related
• Self centered
Uncertainty Avoidance
• Status conscious
• Conflict inducer
related
Negatively
33
(House et al, 2004)
34
(House et al, 2004)
35
(House et al, 2004)
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Appendix C
36
(House et al, 2004)
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(House et al, 2004)
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(House et al, 2004)
Term paper: Cross Cultural Leadership 20
39
(House et al, 2004)
40
(House et al, 2004)
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(House et al, 2004)
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42
(House et al, 2004)
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(House et al, 2004)
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(House et al, 2004)