Literature Review of Cultural Leadership Essay Example for Free

Literature Review of ethnic Leadership EssayCultural attractionship is a diverse subject to touch upon. This aspect of attractershiphip is constantly growing and changing. multitude should not look into ethnic lead with biased opinions. Dividing heathenish leadinghiphip into sub groups just gives plurality an opinion on how to look at people antithetically. Cultural leadership should be looked at as a whole, as we atomic number 18 wiz, head for the hillsing together, with the same goal to be successful. Cultural leadership profiles be employ to classify what fol first-class honours degreeing expect from leaders in ten farmings cluster groups comprising of sixty-two countries. vi diverse leadership behavior classifications are used to show what profile is dominant in alter strengths in each region.A successful leader involves much than just planning, coordinate, managing and supervising. A successful leader as well has the talent to deal with all gen res of people. Whether in involves ethnicity, sexual orientation or people with diverse closes. The success of an organization is tallly meetinged by its nicety, which is part of a strategic planning of an organization.What is culture? ending is defined as the universally shared beliefs, think ofs, and norms of a group of people. Two factors that asshole forget heathenish awareness are ethnocentrism and prejudice. It is challenging for leaders because it averts them from fully discernment the world of others. diagonal has a prejudicious impression because it is egotism-orientated and restrains leaders from uplifting the numerous sides and qualities of others. Whatever makes them unique is their culture. Having a clear generalizeing of ones culture, communicating with each other allow for be much to a greater finis efficient. agriculture has been the attention of umteen findings across a variety of principles. In the past 30 years a monumental number of studies move oer focused on specifically on ways to recognize and reason the various dimensions of culture. Determining the rudimentary dimensions or charismas of different cultures is the first cadence in beingness competent to recognize the relationships in the midst of them.Ever since World War II, globalization has been progressing throughout the world. Globalization is the increased interdependence (economic, social, technical, and political) between nations. pile are becoming more interconnected. There is an increasingly significant amount of world-wide trade, cultural exchange, and use of planetary telecommunication systems. In the past ten years, our schools, organizations, and communities endure plough a lot more global. Increased globalization has created many challenges as well, for example the want to design good multinational organizations, to identify and select appropriate leaders, and to manage organizations with culturally distinctly different employees. Global ization has as well as fashioned a need to understand how cultural differences affect the leadership performances.Globalization also created the want for leaders to become knowledgeable in cross-cultural awareness and practice. First, leaders need to understand business, political, and cultural securetings worldwide. Second, they should select the perspectives, tastes, trends, and technologies of binary cultures. Third, they basically need to be able to work concurrently with people from many cultures. Fourth, leaders must be able to familiarize to living and communicating in other cultures. Fifth, they need to acquire to relate to people from other cultures from a position of equivalence rather than cultural supremacy.Anthropologists, sociologists, and many others have questioned the meaning of the word culture. Because it is a theoretical term, it is hard to define, and many different people oft define it in unrelated ways. Here, culture is defined as the wise(p) beliefs, abide bys, rules, norms, symbols, and traditions that are common to a group of people. It is these shared qualities of a group that make them match slight. In summary, culture is the way of life, different customs, and book of account of a group of peoples.Related to culture, are the expressions of multicultural and smorgasbord. Multicultural indicates an approach or classification that takes more than one culture into interpretation. It mentions to the existence of multiple cultures such an African, the Statesn, Asian, atomic number 63an, and Middle eastmostern. Multicultural can also bring up to a set of subcultures defined by race, sex, ethnicity, sexual orientation, or age. Diversity signifies to the subsistence of different cultures or ethnicities in spite of appearance a group or organization.Ethnocentrism is the inclination for beings to place their own group (ethnic, racial, cultural) at the center of their interpretations of others and the world. People tend to give importance and value to their own beliefs, attitudes, and values, over and above other groups. Ethnocentrism is the sensitivity that ones own culture is better or more expected than the culture of others. Ethnocentrism is a worldwide tendency, and each and e truly one of us is ethnocentric to some index number point. Ethnocentrism can be a major(ip) impediment to effective leadership because it averts people from fully understanding and/or respecting the perspectives of others. The more ethnocentric we are, the less open or accepting we are of other peoples cultural customs and practices.Prejudice is a general continual attitude, belief, or emotion believed by an individualistic about another individual or group that is found on defective or unproven statistics. It refers to assumptions about others based on previous decisions or occurrences. Prejudice involves obstinate generalizations that are impervious or change or march to the opposing. Prejudice is often thought in the t heoretical account of race. In addition to combating their own prejudice, leaders also face the experiment of dealing with the prejudice of followers. These prejudices can be toward the manager or the leaders culture. Additionally, it is not infrequent for the leader to face followers who symbolize several culturally different groups, and these groups have their own prejudgments toward each other. A experienced leader demand to find ways to negotiate with followers from numerous cultural backgrounds.Training programs about culture and diversity have been admired for many years. At the center of these programs, people are educated about the degrees and characteristics of different cultures, and how to be perceptive to people in other countries and cultures. Considerate about issues about culture is effectual in several ways. The discoveries about culture can help leaders recognize their own cultural biases and inclinations. Tolerant of their own preferences is the first step in acc epting that people in other cultures might have different predilectionsAdditionally, the findings help leaders to apprehend what it means to be a noble leader. Different cultures have different ideas about what they impulse from their leaders. These verdicts help our leaders adapt their name to be more operative in different cultural settings. Third, the findings help leaders correspond more effectively across cultural and geographic boundaries. By considering cultural differences, leaders can become more empathic and precise in their communication with others.Information on culture and leadership has also been applied in very concrete ways. It has been used to construct culturally perceptive Web sites, design new employee orientation programs, organizing programs in relocation training, advance global aggroup effectiveness, and expedite multinational merger implementation. These illustrations clearly specify the wide range of applications for research on culture and leadership i n the workplace. worldly concern researchers allocated the data from the 62 countries they studied into regional masses. These masses provided a expedient way to investigate the similarities and differences between cultural groups, and to make significant generalizations about culture and leadership. In sum, these regional masses exemplified a valid and dependable way to check countries of the world into 10 distinct groups.The GLOBE studies compromise the greatest body of findings to date on culture and leadership. GLOBE researchers studied how 17,000 managers from 62 different countries perceived leadership. They evaluated the similarities and differences between regional clusters of cultural groups by grouping countries into 10 distinct clusters the outcome was a list of leadership attri providedes that were universally recognized as positive and veto. The representation of an ineffective leader is mortal who is asocial, malicious, self-focused, and autocratic.The conceptualiza tion of leadership used by GLOBE researchers was consequential in part from the work of ecclesiastic and Maher on implicit leadership theory. Concurring to implicit leadership theory, individuals have implicit beliefs and opinions about the qualities and theories that differentiate leaders from non-leaders and effective leaders from ineffective leaders. Leadership is in the eye of the beholder. Leadership refers to what people see in others when they are demonstrating leadership behaviors. To depict how different cultures view leadership behaviors in others, GLOBE researchers identify six global leadership behaviors* Charismatic/Value-Based Leadership Reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values. This kind of leadership includes being visual modalityary, inspirational, self-sacrificing, presumptionworthy, decisive, and performance oriented. (Peter Northouse 2012).* Team-Orientated Leadership Emphasizes team construct and a common purpose among team members. This kind of leadership includes being collaborative, integrative, diplomatic, non-malevolent, and administratively competent. (Peter Northouse 2012).* Participative Leadership Reflects the degree to which leaders involve others in making and implementing decisions. It includes being participative and non-autocratic. (Peter Northouse 2012).* Humane-Oriented Leadership Emphasizes being supportive, considerate, compassionate, and generous. This type of leadership includes moderateness and sensitivity to other people. (Peter Northouse 2012).* Autonomous Leadership Refers to independent and individualistic leadership, which includes being autonomous and unique. (Peter Northouse 2012).* Self-Protective Leadership Reflects behaviors that come across the safety and security of the leader and the group. It includes leadership that is self-centered, military position conscious, conflict inducing, face saving, and procedural. (Peter Northouse 2012).Cultural Leadership in organizations always seems to miss the discussion of how leadership keeps culture in organizations stable. Charisma is where it all begins. Therefore having multiple cultural leaders helps to resolve this issue. Most leaders do and say different things, but in the end, everyone just wants success. Whether that success is culture, coordination, or a profitable business, or all of those things, many people learn to cope with differences by experience. Experience is the best form of knowing, therefore, to be a great leader you have to start somewhere.The leader, the followers, and the situation, all have to do with leadership. As well as playing a significant role in cultural leadership. Or any type of leadership for that matter. Personal qualities, perceived situation, vision and mission, followers and attributes, leader behaviors, performance, administrative actions, use of cultural forms, and the use of tradition all are refer elements to a s uccessful leader, their followers, the business, and the outcome of the business, organization, company.Multicultural is increasing all over the world. Even though America is known as the melting pot, everywhere across the world have cultural behaviors within their organization. morality affects leadership, as well as tradition. But studies complied on cross-cultural leadership have been attained, and this helps us to understand the differences between different cultures from our own. Decaregorization is a cultural leadership style for employees to become more aquinted with one another. This style helps companies get to know onw another and interact in a positive manner doing something else besides work. The leader would old a funraiser, etc. Therefore, rather than group-based interactions, this approach will focus on individuality.The following quotes are crucial to cultural leadership, and accepting differences among others. Moral excellence comes about as a result of habit. We b ecome just by doing just acts, temperate by doing temperate acts, brave by doing brave acts. Aristotle, Nichomachean moral philosophy (350 BCE). Lead them with culture and regulate them by the rules of propriety, and they will have a sense of shame and, moreover, set themselves right. Confucius (5110479 BCE).The results of ethical leadership came up with six main themes from the responses of all six societies. Accountability, consideration and respect for others, righteousness and non-discriminatory treatment, character, collective orientation organization and social, openness and flexibility. Each society is unique, and to understand the differences, you must experience it firsthand. teaching and learning will only give your insight. Aforementioned cultural leadership must be learned in psyche, by the leader and its followers, for they are working towards a common goal.Leadership profiles are used to describe how cultures view leadership behaviors. There are six leadership b ehaviors identified by ground researchers, they are attractive/value based, team-oriented, participative, humane- oriented, autonomous, and self-protective.( House Javidan, 2004) Charismatic/value based leadership is being visionary, inspirational, with the ability to motivate high performance from others based on strongly held core values.Team-oriented leadership is instilling a common purpose among team members to encourage a team effort by being collaborative, diplomatic, and administrative competent. Participative leadership involves making others in the decision making process and includes being non-autocratic and participative. Autonomous leadership is being unique, independent, and a individualistic leader. Humane-oriented leadership is being modest and sensitive to other people, being supportive, compassionate, and generous. Self-protective is self-centered, face saving, status conscious, ensuring the safety and security of the leader and group.There are ten distinct grou ps to differentiate countries of the world into regional clusters ( e. g. Ronen Shenkar, 1985) Middle eastbound, make up of Qatar, Morocco, Egypt, Kuwait, and Turkey. Nordic europium which includes Denmark, Finland, and Sweden. Latin Europe comprising Israel, Italy, Spain, Portugal, France, and Switzerland. Latin America make up of Ecuador, El Salvador, Columbia, Bolivia, Brazil, Guatemala, Argentina, Costa Rica, Venezuela, and Mexico. Southern Asia which includes The Philippines, Indonesia, Malaysia, India, Thailand, and Iran. Sub-Saharan Africa consisting of Zimbabwe, Namibia, Zambia, Nigeria, and South Africa. ( Black caucus) Anglo consists of Canada, the United States, Australia, Ireland, England, South Africa( duster caucus) and New Zealand. Confucian Asia includes Singapore, Hong Kong, Taiwan, China, South Korea, and Japan. Eastern Europe is Greece, Hungary, Albania, Slovenia, Poland, Russia, Georgia, and Kazakhstan. Germanic Europe includes Austria, The Netherlands, Swede n, and Germany.Middle Eastern culture and leadership perceived to be effective in this region of the world are the interrelationships among social culture, organisational culture and leadership methodologies. Data collected from quaternity Middle Eastern nations (Iran, Kuwait, Turkey, and Qatar) provide an insight into the framework of societal and organizational values and management practices in Arab countries. The great majority of the population in Iran, Kuwait, Turkey, and Qatar are muslins. Turkey has a formal state ideology the state is independent of religious rules and is run by secular rules mostly adapted from the west. Iran, Kuwait, and Qatar are not secular, but religious laws dominate.Also differences in the Islamic sects, Iran being predominately shiite, Kuwait, Turkey, Qatar people largely sunni. Language may account for part of the differences in Middle East region, while Islamic religion seems to be a common attribute. In making plans and forecasts all four nati ons are below average and very close to each other, which involves the concept of fate embodied in Islamic beliefs. Effective leadership attributes in Middle Eastern societies have universalistic characteristics and some culture-specific attributes with fight having a different meaning compared to western societies, being centered on satisfaction of egos rather than to modify quality of a decision.Organizational leaders tend to be more sensitive to local cultures and traditions and more future(a)-orientated practices, plus promote change.( Introduction to the special issues on Leadership and Culture in the Middle East, Hayat Kabasakal and Ali Dastmalchian) face saving and status areimportant characteristics of effective leadership, and deemphasizes charismatic/value based and team- oriented leadership. tone after ones job and security is of the upmost introductoryity for most leaders in this group category.Diversity of management systems exist across contemporary Europe, and s ocietal culture diversity carcass unquestionable and frequently preserved as much as possible. The formation of the European Union has candid up all borders, increasing diversity if cultures, all intermingling, changing cultural clustering, and cultural divide between eastern and western Europe. Prior studies of cultural distinctions, cross-cultural studies between east-west and north-south European distinctions are changing from prior data and may need further studies.Managers in Germanic countries make more participative decision-making behavior, central Europe makes more autocratic decisions. West European (Nordic, Anglo, Latin) empathize more Equality or egalitarian commitment. East and near East countries lean more toward hierarchy or conservatism. North Europe has shown to favor equating and participation, while managers from Southern Europe prefer more hierarchy. A coaching leader is preferred in North Europe, while preference is for a directing leader in South Europe. te mporary hookup self centered and malevolence are seen as impeding leadership in all clusters. Eastern Europe leader would be independent while maintaining strong interest in protecting their position as leader. Nordic Europe want leaders who are inspiring and involve others in decision making, not concerned with status and other self-centered attributes. Anglo Europe want leader to be exceedingly make and visionary, considerate of others, team orientated and autonomous and not autocratic.Latin America leader is charismatic/value based but somewhat self serving, collaborative and inspiring. Confucian Asia leader works and cares about others but uses status and position to make independent decisions without input of others. Sub-Saharan Africa sees effective leadership as caring, should be inspirational, collaborative, and not excessively self centered.A portrait of a leader who is high in integrity, is charismatic/value based, and has interpersonal skills is one whom almost everyone would see as exceptional. (Dorman et al. 2004) After major corporate failures and pecuniary failures of banks and other high impact institutions, being honest and trustworthy could be a high precession for leadership positions in all culture groups. Other personal traits or learned skills would be useful and desirable attributes but lower on the priority scale.Being positive and intelligent definitely would be useful as a leader of any type of venture or business. There are a lot of other positive attributes that would be desirable for leadership among them is one that plans ahead, having foresight to accurately see what is coming up in near and long range time predictions. Being a team builder, instilling confidence in others encouraging them with a just and dependable example. Personal traits such as being administrative skilled, decisive, and motivating people to be excellence oriented would be very beneficial to any leader and followers.Leaders should be aware and knowledgeabl e of the many inapplicable attributes that can be obstacles in being an effective leader. Being a loner and anti-social would be very negative in showing followers your concern for them and gaining their confidence. The most visible and destructive undesirable attribute in recent events is that of being ruthless, as you would think of people in financial leadership of banks and wall highway that caused the massive collapse of the world economies. Being dictatorial and egocentric is very bad for keeping a positive relationship with followers. Personal traits like being irritable and non-cooperative would be hard to understand by followers.There are many strengths associated with classifications of culture groups into clusters that can be easily be utilized for leadership profiles so as to provide a data base of reference for managers of world-wide corporations. Providing valuable plus for training more efficient leaders is one of the strength, it also provides a good understandin g of how different cultures have an impact upon leading a workforce into better cohesion and productive atmosphere in the workplace. What followers expect from leaders is a signal to upper management as to what type of person would be more effective with a certain culture group. A second strength could be that this provides useful information/guidelines about what is accepted as good and bad leadership, a yardstick for managers/leaders to measure how do I measure up? Leadership and culture are two crystalise studies, but inseparable in effective leadership programs.There are some criticisms on culture and leadership classification studies in that a lot of findings about perceptions of leadership in different cultures do not provide a clear set of assumptions and propositions that can be used to provide a single theory about the way culture influences the leadership process. Another one would be in that some of the terms used are hard to understand without any education about the di versity of world culture. The meanings of some terms are very vague. The conceptualizations in these studies of culture and leadership integration has had varying reception from people on that it being a process of being perceived by others as being a leader. Also the way a provocative list of universally endorsed desirable and undesirable leadership attributes are presented.Different cultures have different ideas about what they want from their leaders. Understanding the diversity of cultures in the workplace today can be very positive for leaders and followers in their pursuits.While there are many studies on culture leadership and the GLOBE Study, there is also a molding that helps leaders in achieving effective cultural leadership. In that it helps them understand the difference that exits among national cultures. The model was developed by Geert Hotstede. In his research he outlines the variation of national culture into five dimensions. They are as follow individualistic/coll ectivistic, high magnate distance/low power distance high and low uncertainty avoidance, achievement/nurturing and long-term/short-term orientation. Familiarity with the GLOBE Study and the Hofstede model, leadership culture is made easy and will increase organizational effectiveness. This will also create better relationship among nations. This will benefit the common good of all through respect and better communication.Individualistic people correspond to Hofsede, worry about themselves and that of those who are close to them or who are like them. They tend not to trust outsiders. In contrast, collectivistic work in groups, much like team players.The second dimension of Hofsedes study is power distance. Some cultures have accepted high power distance and others low power distance. High power distance cultures display great respect for those in authority or power holders. This model is seen based on the difference between leaders and their followers. It is obvious in pay scale, b enefits and promotions. though lower power distance power is distributed more equally among group members there is much squint-eyed communication line between subordinates and leaders.Third dimension is high uncertainty avoidance. This dimension is concerned with the impact of societal norms, ritual and what is being done in avoiding uncertainty. Organizations want to be able to predict the future based the rules of cultures are used. They live under constant stress because of fear of the future. In contrast low uncertainty avoidance is comfortable with risks, they do not impose or create friction over differences in behaviors and or others opinions. Those cultures in the low uncertainty avoidance tend to be more bighearted of others.The next dimension is achievement those belonging to this group tend to be more aggressive. They are assertive, they are confrontational, there is a lot of greed for money and they lack humility. They encourage competitiveness among them and others. W hereas the opposite of that is nurturing, they value relationship and are genuinely concern about the wellbeing of others.The last set of dimension of native culture is long-term orientation. They are optimistic of the future and they are persistent. Though short-term orientation, they stay in the past, they place high importance on values of the past.In addition to the Five Dimensions of National Culture as described by Hofsete, there is for additional dimensions that affect cultural leadership. They are as follows, and I quote as listed in Northouse (2010)* Institutional Collectivism An organization or sociality encourages institutional or societal collective action. (Peter Northouse 2012).* In-Group Collectivism People express pride, loyalty, and cohesiveness in their organizations or families. In-group collectivism is concerned with the extent to which people are devoted to their organizations or families. (Peter Northouse 2012).* Gender Egalitarianism An organization or societ y minimizes gender role differences and promotes gender equality. (Peter Northouse 2012).* Assertiveness People in a culture are determined, assertive, confrontational, and aggressive in their special relationships. (Peter Northouse 2012).* Future orientation course People engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification. (Peter Northouse 2012).* Performance Orientation An organization or society encourages and rewards group members for improved performance and excellence. (Peter Northouse 2012).* Humane Orientation A culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others. (Peter Northouse 2012). Through all of the studies it has been concluded that there is adopt correlation between the culture of an organization and its effectiveness. And it also shows that a lot of those dimensions have a negative impact on the organization.In conclusion, cultural leadership is one of the ma jor principles every organization, company, person needs to fully grasp. For decades, many researchers have been prophesying that globalization, increased technology, civil rights legislation, and changing demographics will generate new encounters for leaders who administer a diverse organization. All of these elements place a considerably improved probability that workers from some(prenominal) genders, diverse nationalities, ethnic backgrounds, numerous races, and a mixture of religious will be essential to work jointly. This in sum, employees must work together to create a positive environment. This is what naturally will happen, and this is an international effort.ReferencesLeadership Theory and Practice Fifth EditionPeter G. NorthouseIntroduction to the Special Issue on Leadership and Culture in the Middle East(2001) Hayat KabasakalAli DastmalchianCultural Variations Across European Countries(2000)Felix C. BrodbeckMichael FreseTHE INTERNATIONAL JOURNAL OF interdisciplinary SOCI AL SCIENCES (http//web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a2b5ee8b-a9d2-4bae-a8ed-16919582d9c5%40sessionmgr115vid=4hid=14)Chrobot-Mason, Donna, Ruderman, Marian N. Weber, Todd J, Oholott, Patricia J, Dalton, Maxine A. (Nov 2007) Illuminating a Cross-Cultural Leadership Challenge When Identify Groups Collide. Volume 18 (11) 2011 (26). Retrieved From http//discover.linccweb.org/primo_library/libweb/action/display.do