1 Chapter Fourteen International and Culturally Diverse Aspects of Leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied

1

Chapter Fourteen

International and Culturally Diverse

Aspects of Leadership

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.


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Learning Objectives

Explain the potential ethical and competitive advantage from leading and managing diversity.

Describe how cultural factors, including values, influence leadership practice.

Explain the contribution of cultural sensitivity and cultural intelligence to leadership effectiveness.


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Learning Objectives (cont’d)

Explain how global leadership skills contribute to leadership effectiveness.

Pinpoint leadership initiatives to enhance the acceptance of cultural diversity


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Work Force Trends

Work forces are becoming more diverse and cultures of inclusion more common

Globalization is compelling businesses to send more workers to other countries

Leaders are traveling and working abroad in greater numbers

Workers with international experience and skills are increasingly more sought-after in the workplace


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Advantages of Managing for Diversity

Reduction of turnover and absenteeism costs

Offers a marketing advantage Advantage in recruiting and

retaining talented people Unlocks the potential for excellence A creativity advantage and

improved problem-solving and decision-making


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Spheres of Activities


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Multicultural Leader

A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles


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Figure 14-2 Dimensions of Cultural Values


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European Styles of Management

French managers (who work in a strong culture of class) tend to behave in a superior, authoritarian, and bureaucratic manner

German managers tend to avoid uncertainty, and are dispassionate, assertive, straightforward and stern


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Malaysian Managers

The culture emphasizes collectivism and is human-oriented

The culture discourages aggressive, confrontational behavior, preferring harmonious relationships

Managers show compassion but are more autocratic than participative

Managers act logically, decisively and remain resolute

Managers adopt a more formal, diplomatic style to avoid conflict and show consideration of others


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Northern v. Southern U.S.

Southern managers are low key and people-oriented

Northern managers are more brusque, efficient, and task-oriented

Culturally-based differences in leadership style not as important as practices that work in every culture, for all businesses


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Culturally Sensitive Leader

Willing to acquire knowledge about local customs

Willing to learn to speak the language

Patient Adaptable Flexible Tolerant


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Cultural Intelligence (CQ)

… an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.


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Facets of Cultural Intelligence (CQ)

Cognitive CQ (head): the ability to interpret factual clues, i.e., the significance of a deadline or the order of a meeting agenda

Physical CQ (body): the ability to recognize and adopt the physical conventions of a culture

Emotional/motivational CQ (heart): the desire and effort to improve one’s understanding of a culture


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Global Leadership Skills Global leadership skills are the ability to

exercise effective leadership in a variety of countries

These skills can improve a company’s reputation and create a competitive advantage

Global leaders display the behavioral complexity to attain success in four areas: corporate profitability and productivity continuity and efficiency commitment and morale adaptability and innovation


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Global Leadership Skills (cont’d)

Global leaders tap into deep, universal human motivations and needs

Cultural sensitivity is high Culturally adventurous Good command of a second

language


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Cultural Diversity Initiatives

Hold managers accountable for achieving diversity

Establish minority recruitment, retention, and mentoring programs

Conduct diversity training Conduct cross-cultural training


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Cultural Diversity Initiatives (cont’d)

Encourage the development of employee networks

Avoid group characteristics when hiring for person-organization fit

Attain diversity among organizational leaders


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Diversity Training

Workplace education and training designed to help employees become

aware of and empathize with people who are different from themselves


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Cross-Cultural Training

A set of learning experiences designed to help employees

understand the customs, traditions, and beliefs of another language


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Summary

The modern leader must be multicultural

Managing for diversity brings a competitive advantage to the firm

The leader must be aware of overt and subtle cultural differences to influence, motivate, and inspire culturally diverse people


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Summary (cont’d)

Differences in cultural values help explain differences among people

Cultural values influence leadership style as well as the behavior of other workers

Cultural sensitivity is essential for inspiring people from different cultures


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Summary (cont’d)

Global leadership skills help improve a company’s reputation and contribute to a sustainable competitive advantage

Top management commitment to valuing diversity is clearest when valuing diversity is embedded in organizational strategy

Documents

1 Chapter Fourteen International and Culturally Diverse Aspects of Leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied