This chapter discusses how different cultures impact the workplace. It is no longer a question of whether or not they are present but how to deal with the many variations of norms and traditions. Such concepts as participation, control, and coordination do not necessarily mean the same thing in every cultural context. These differences are important to recognize in order to have effective communication between different regions. What is seen as an effective leader may vary in different societies. How have cultural differences impacted your leadership experience or workplace culture? What are some things that can be done in order to deal with cultural differences?
Studies throughout different countries show what the generalized leadership practices are and how they compared to those in other countries. Several of the same qualities were identified as important cross culturally. For example, a study about leadership characteristics and behaviors in Dutch and Polish managers revealed that both held visionary qualities as one of the most important attributes of a leader. Many leadership studies are conducted in North America and as a result are not as reliably applicable to areas outside. This “North American bias” affected how these studies were enacted by various cultures. As we are coming upon the age of entering the workforce it is important to take these variables into consideration since many companies have expanded internationally.
The chapter outlines how different researchers conceptualize culture. There have been many attempts to be able to define the components of it. One of the most common is Hofstede’s framework. The study started looking at IBM managers in 40 different countries. From that he identified four dimensions of culture: individualism-collectivism, masculinity-femininity, uncertainty avoidance and power distance. Future orientation was added later. Explain a situation where you have experienced or witnessed one of these dimensions and how it affected or contributed to the culture of the group. (i.e. women in management roles, group norms, career stability)
The GLOBE study is a report that is trying to cross culturally address leadership attributes that are universally recognized. Because countries have such different views it is difficult to identify characteristics that are work in so many different contexts. Are you surprised to find that leadership traits are not universal? Which of the 6 dimensions on pg 272 do you view as the most universal concept?
All of these factors taken into consideration help us to better realize what are appropriate methods of effective organizational leadership around the world. It is hard to get completely representative samples. But each study helps to achieve a better understanding of the world around us. What effect will cultural differences have on your leadership experience looking into the future?
