AIBS MBAIB 2nd Sem Cross Cultural Management By KP KanchanaCulture for leadership is what water is for fish
It is therefore essential to recognize and be aware of the intrinsic relationship between culture and leadership.
A recent survey in global leadership shows that 85 percent of the Fortune 500 companies did not think they had enough global leaders and 76 percent of their existing leaders needed adequate cross-cultural communication skills.
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• Charismatic/Value Based Leadership – the ability to inspire and motivate. It includes subcategories of visionary, inspirational, self-sacrifice, integrity, decisiveness, and performance orientation.
Team-Oriented Leadership – ability to build common purpose. It includes the subcategories of collaborative team orientation, team integrator, diplomatic, malevolent, and administratively competent.
Participative Leadership – degree to which others are involved in decisions Includes the subcategories of non-participative and autocratic.
Humane-Oriented Leadership – includes compassion and generosity. Includes the subcategories of modesty and humane orientation.
Autonomous Leadership – individualistic, independent attributes.
Self-Protective Leadership – ensure safety and security of self and group.
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Transformational Leader
Charisma – Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration – Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation – Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration – Gives personal attention, treats each employee individually, coaches, advises.
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Transactional Leader
Contingent Reward – Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active) – Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive) – Intervenes only if standards are not met.
Laissez-Faire – Abdicates responsibilities, avoids making decisions.
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Culture is the major challenge for today’s global leaders and organizations.
Culture is a crucial component in leadership,
Developing cross-culturally competent leaders is an essential challenge for effective leadership practices in our ever changing work environments and globalizing societies.
To recognize the influence that culture has in the practices, assessments and interpretation of leadership
bottoms-up” approach and geared toward empowerment
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Vitruvian man, we observe how openness, identity, flexibility, empathy and respect fit in relation to mission, tasks, people and service.
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Leadership intelligence comprises cognitive, emotional, cultural and spiritual intelligence.
Effective leaders, need to effectively perform also in interpersonal relationship. This competency is called social intelligence.
Emotional intelligent leaders, emotional intelligence has an intrapersonal (self-awareness) and inter-personal (relational awareness).
Two important dimensions to add to this equation are spiritual and
cultural intelligence.
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As the HBR says: 'When companies look for new leaders, the one quality they seek above all others is charisma.
A study of over 5,400 leaders found that five behaviours were exhibited by those overly concerned with achieving quick wins. These were:
* Focusing too much on details
* Reacting negatively to criticism
* Micromanaging their direct reports
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To guard against the quick win paradox, the authors recommend concentrating on collective quick wins.
Quick wins should not be about your personal scoreboard or pet projects but about your management of a group of individuals. A focus on collective quick wins ensures that your work as a leader is a success.
Making people believers, not bystanders - enlist the team in your success.
Understanding uncertainty - don't underestimate the anxiety that your appointment creates for those reporting to you.
Showing humility - seek your team's guidance as they work with you.
Learning about your team - find out about people's strengths,
Weaknesses and motivations as well as the dynamics of the group.
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Four strategies for effective leaders (Bennis and Nanus).
The articulation of a compelling vision.
Communication of the vision with a clarity and vibrancy that creates a “shared” meaning.
Leaders must be seen as trustworthy by adopting an unwavering commitment to the vision.
Successful leaders are able to make the fullest use of their personal resources of intelligence, energy, and commitment because they are confident about their capabilities and optimistic about the eventual success of their efforts.
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Inspiring goal or inspiring way of describing a goal.
Trustworthy, honest, and fair.
Confident, optimistic, and energetic.