Cross-cultural leadership: leading around the world (original) (raw)

Applicability of Cross Cultural Leadership

Servant, Transformational, and Autocratic Leadership are the theories explored in this work. Each of these theories will be compared and contrasted to cultures that are Democratic, Socialist and Clan/Tribal. The goal of this project is to analyze the above leadership theories, and identify which theories would be most effective when applied to the three for mentioned cultures. As a result of established cultural norms, certain leadership styles would not obtain desired results, nor receive a rating of approval within these cultures, this study seeks to identify the factors that make this statement true. “The attributes and entities that distinguish a given culture from other cultures are predictive of the practices of organizations and leader attributes and behaviors that are most frequently enacted, acceptable, and effective in that culture” (House, Javidan, Hanges, & Dorfman, 2002). Cultural norms greatly influence leadership. “Societal cultural values and practices affect what leaders do” (House et al., 2002). Differing cultures have differing worldviews that influence how they lead and respond to leadership behaviors (Moodian, 2009, p. 9). Leaders employ leadership practices that align with their cultures. Understanding this will explain why a specific type of leadership will work in certain cultures and not in others. Keywords: Servant, Transformational, and Autocratic Leadership

Cross-cultural leadership research considers cultural factors relevant to leadership, its conditions, its processes, and its consequences, in the development of theoretical concepts

2016

This chapter summarizes the field of cross-cultural and global leadership research. It starts with a brief historical overview and descriptions of international landmark projects of high impact until today. The progress achieved in the field since about the mid 1990s is critically reviewed along fundamental research questions, for example: Which definitions of leadership are appropriate for cross-cultural study? Which approaches to culture are suitable for studying leadership? Which focus on leadership to take – leadership differences or communalities across cultures? What is the magnitude of cultural effects on leadership? What is the moderating role of culture on the relationship between leadership and other relevant variables? What methodological issues have been and still need to be resolved in crosscultural leadership research? With that as a foundation, the chapter delineates how the findings of contemporary cross-cultural leadership research can enhance managerial practice. T...

The influence of cultural differences on leadership

This paper concentrates on the relationship between leadership behaviours and the five cultural dimensions from Geert Hofstede. Leadership is a process of influencing subordinates. Leadership behaviours differ in different cultures. As a result leaders of international organizations should be aware of cultural differences. One of the most important and wellknown studies regarding leadership in a globalized world are the Hofstede dimensions of culture. He reveals similarities as wells as differences across cultures and underline to be open-minded to understand the differences in other cultures. Hofstede uses five dimensions of culture on which cultures differ and give leaders and understanding of how to adapt their leadership styles. The five dimensions are Power Distance, Uncertainty Avoidance, Individualism vs. Collectivism, Masculinity vs. Femininity and Long-term vs. Short-term orientation.

Research on leadership in a cross-cultural context: Making progress, and raising new questions

The Leadership Quarterly, 2003

It is almost cliché to say that there has been an explosion in the amount of research on leadership in a cross-cultural context. In this review, we describe major advances and emerging patterns in this research domain over the last several years. Our starting point for this update is roughly 1996-1997, since those are the dates of two important reviews of the cross-cultural leadership literature [specifically, House, Wright, and Aditya (House, R.

Leadership Strategies in Cross-Culture Settings

Advances in Logistics, Operations, and Management Science

Leadership in cross-cultural settings has become more and more demanding in the current complex world. Globalization on one hand and local aspirations on the other is creating a need of new breed of leadership who can manage the workforce and organization spread across multiple cultures in a cohesive manner to produce sustained business results. This chapter presents a detailed inquiry of cultural issues and outlines the factors behind their emergence. It also provides a framework to understand the leader preparation required and best practices to be used to be successful. For students and academicians, the topics of this chapter would provide a theoretical roadmap as well as practical insights bringing out unique understanding of this important subject. For managers, this chapter is comprehensive insight laced with practical wisdom which is ready for implementation. The word leader is used to cover managers at all levels who have to manage diverse multi-cultural teams.

CRITICAL APPRAISAL OF THE GLOBAL APPLICATION Of Leadership Principles and Theories across Different Culture

University of South Wales, 2020

Globalization and industrialization in human society demands cross cultural leadership because domestic leadership models that work in one country fails in another environment. This paper seeks to ascertain if leadership principles and theories are impacted by local color and cultural nuances in different societies and how leaders and student of leadership can adequately counteract such cultural nuances in a globalize society.