Lecture 6 Flashcards

Global leadership

1
Q

What is leadership?

A

the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating
individual and collective efforts
to accomplish shared objectives.”

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2
Q

Leadership style types

A
  • Transformational Leadership
  • Charismatic Leadership
  • Transactional Leadership
  • Team-oriented Leadership
  • Authoritarian Leadership
  • Laissez-Faire Leadership
  • Benevolent Leadership
  • Autocratic Leadership
  • Gate-keeping Leadership
  • Democratic Leadership
  • Symbolic Leadership
  • Humane Leadership
  • Participative Leadership
  • Self-protective Leadership
  • Autonomous Leadership
  • Entrepreneurial Leadership
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3
Q

Transformational leadership

A

encourages and inspires employees to innovate and develop new ways to grow and improve the path to a company’s future success.

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4
Q

Transactional leadership

A

a leadership styles which emphasizes order, structure and achievements and individual interests and extrinsic motivation as means to obtain a desired outcome.

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5
Q

Gate-keeping leadership

A

Removing barriers to achieve success.

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6
Q

Symbolic leadership

A

The symbolic leader concentrates on the shared vision, culture, and values to influence followers and lead the organization.

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7
Q

What is the comparative leadership research in research?

A

a descriptive approach that looks at the differences in leading behaviors across cultures.

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8
Q

What is the global leadership approach in research?

A

Approach that emphasizes developing leadership capabilities that can be used across different cultures.

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9
Q

What are the cultural dimensions by Trompenaars?

A
  • Universalism- particularism
  • Individualism- collectivism
  • Specific vs. diffuse
  • Neutral vs. affective
  • Achievement vs. ascription
  • Time perspective
  • Relationship with the environment
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10
Q

Trompenaars: universalism vs. particularism

A

The
degree to which rules are uniformly
or situationally applied.

**Universalism: **Cultures that emphasize rules, laws, and general principles that apply to everyone. People in these cultures believe that what is right or wrong is universally applicable, regardless of the situation or the people involved.

Particularism: Cultures that prioritize relationships and circumstances over rules. People in these cultures believe that each situation and relationship dictates the rules and that flexibility is essential.

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11
Q

Trompenaars: individualism vs. collectivism

A

Do people
derive their identity from within
themselves or their group?

Individualism refers to people regarding themselves as individuals, while communitarianism refers to people regarding themselves as part of a group

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12
Q

Trompenaars: specific vs. diffuse

A

Is (social) life more compartamentalized and differentiated or more integrated?
Specific: Cultures where people have a clear separation between their work and personal lives. Relationships and roles are compartmentalized, and interactions are often direct and to the point.

Diffuse: Cultures where there is a significant overlap between work and personal life. Relationships are more holistic, and people engage with each other in multiple contexts, leading to more nuanced and indirect interactions.

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13
Q

Trompenaars: neutral vs. affective

A

Are individuals free to express their emotions or are they restrained?
**Neutral: **Cultures where emotions are controlled and not openly expressed. People tend to hide their feelings and maintain a composed exterior, focusing on reason and logic in interactions.

Affective: Cultures where emotions are openly and naturally expressed. People openly show their feelings and are more likely to display their emotions in interactions, leading to a more expressive communication style

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14
Q

Trompenaars: achievement vs. ascription?

A

How are
people accorded respect and social
status?

**Achievement: **Cultures where status is based on accomplishments and performance. People are valued for what they have achieved and their skills, rather than who they are or their background.

Ascription: Cultures where status is attributed based on** factors like age, gender, social connections, or family background**. Who you are is more important than what you have accomplished.

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15
Q

Trompenaars: time orientation

A

‘Do people focus on
the past or the future?’
**Sequential: ** Cultures that view time as linear, with events happening in a specific order. People in these cultures tend to focus on one task at a time, value punctuality, and have a structured approach to time management.

Synchronic: Cultures that see time as more fluid and cyclical. People often multitask and are more flexible with time, focusing on relationships and adapting to changes rather than strictly adhering to schedules.

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16
Q

Trompenaars: relationship with the environment

A

‘Do
people control their environment or
does it control them?’

**Internal Control: ** Cultures where people believe they can control their environment and outcomes through their actions. There is a focus on self-initiative and personal responsibility.

External Control: Cultures where people believe that their environment and external forces largely dictate their outcomes. There is an acceptance of fate and a focus on adapting to circumstances rather than trying to change them.

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17
Q

What were Trompenaars ideas on culture and his cultural dimensions?

A
  • He believed cultures are not linear but rather arcs that are joined together
  • Cultures are dynamic, not static. They may oscillate between different values and behaviors depending on the context
  • Within a culture, there is often an effort to balance and manage opposing values.
  • Cultural values do not exist in isolation; they interact and self-organize into complex systems that produce new, emergent meanings.
  • While all cultures face similar fundamental dilemmas (e.g., the balance between individualism and collectivism, the expression of emotions), they develop unique and creative solutions that go beyond merely choosing one side of the spectrum.
18
Q

Globe study

A

House et al.’ s (2004) research on the relationship between culture and leadership resulted in the GLOBE research program.
It was initiated in 1991 and involved more than 161 investigators

Used quantitative methods to study the responses of 17,000 managers in more than 950 organizations in 62 different countries

19
Q

In the Globe study what were some universally good traits?

A

Accepted as good
- Integrity
- Performance orientation
- Visionary
- Inspirational
- Team-integrator

20
Q

In the Globe study what were some universally bad traits?

A

Accepted as bad
- Irritable
- Ruthless
- Malevolent
- A loner
- Non-cooperative
- Dictatorial
- Egocentric

21
Q

What is the pyramid leadership model?

A

A leadership model that focuses on creating leadership competencies that work across cultures (more developmental)

22
Q

What are the four key elements of global leadership

A
  • Scanning: paying close attention to global events, trends and opportunites
  • Attentiveness: an openness to multiple realms of action and meaning?
  • Articulation: the ability to understand cultural manners in addition to knowing when culture is and is not important
  • Integration: ability to integrate ideas and actions oriented towards global and local levels.
23
Q

What are the threshold traits in the pyramid model?

A
  • Integrity
  • Humility
  • Inquisitiveness
  • hardiness
24
Q

What are system skills in the pyramid model

A

Things a global leader should be:
Community builder: Leaders should build a community.
Boundary spanner: the leader is aware of the boundaries and then builds bridges along the
boundaries.
Organizer: The leader has organizational skills.
Change manager: A leader believes in change and needs to have the intention to change.
Stakeholder liaison: The leader considers all the stakeholders.
Ethical decision-maker: A leader knows how to make decisions ethically.

25
Q

What were the research objectives for the Globe 2020 research?

A

Study performed in 143 countries with 60.000 participants
* Measure national culture dimensions across the world
* Explain the nature and drivers of culture change
* Understand the relationship between societal culture and beliefs about
ideal leadership.
* Understand the relationship between societal culture and antecedents of
interpersonal trust
* Explore the salience of two new leadership dimensions – ethical leadership, paternalistic leadership
* Understand the relationship between gender, culture, and leadership

26
Q

What are according to the Globe study drivers of cultural change?

A
  • Cultural values and practices
  • Socioeconomic development
  • Institutions
  • Global exposure
27
Q

What are the leadership styles Globe worked with during the project in 2020?

A

**Charismatic/Value-Based leadership: **The ability to inspire, motivate, and expect high performance outcomes from others based on firmly held core values.
* Team-Oriented leadership: Emphasizes effective team building and implementation of a common purpose or goal among team members.
* Participative leadership: Reflects the degree to which managers involve others in making and
implementing decisions.
* **Humane-Oriented leadership: **Reflects supportive and considerate leadership along with
compassion and generosity.
* Autonomous leadership: Refers to independent and individualistic leadership attributes.
* **Self-Protective leadership: **Focuses on ensuring the safety and security of the individual and group through status enhancement and face-saving.
new in Globe 2020:
* Ethical leadership: Refers to the extent to which the leader practices and encourages followers to practice ethical behaviors.
* Paternalistic leadership: Refers to high discipline and authoritarianism, fatherly benevolence and high moral standards

28
Q

What are the cultural dimensions in the Globe project?

A
  • power distance
  • uncertainty avoidance
  • performance orientation
  • assertiveness
  • future orientation
  • humane orientation
  • institutional collectivism
  • in-group collectivism,
  • gender egalitarianism.
29
Q

Globe: power distance

A

The degree to which power is distributed equally among the members of a society.

30
Q

Globe: uncertainty avoidance

A

The extent to which members of a society avoid
uncertainty by relying on established social norms, rules, and bureaucratic practices.

31
Q

Globe: institutional collectivism

A

The level of encouragement and reward to collective distribution of resources and collective action.

32
Q

Globe: In-group collectivism

A

Captures the pride and loyalty individuals feel towards their immediate groups or families. High in-group collectivism implies individuals identify strongly with their immediate society or organisation.

33
Q

Globe: Gender egalitarianism

A

This dimension measures the degree to which a society is dedicated to minimising gender inequality. A higher score implies a society is more equal in terms of gender rights and roles.

34
Q

Globe: assertiveness

A

the degree to which societal members are assertive, confrontational, and aggressive in social relationships. High assertiveness indicates a society that encourages directness and confrontation in social relationships.

35
Q

Globe: future orientation

A

This index evaluates the extent to which a society encourages both future-oriented behaviours, such as planning and investing in the future, and an individual’s capability to control impulses. The higher the index, the more future-oriented focus in decision-making is present.

36
Q

Globe: performance orientation

A

the extent to which society encourages innovation, high standards, excellence, and performance improvement. A higher score signifies that a society is more performance-oriented.

37
Q

Globe: humane orientation

A

The extent to which a society encourages fair, altruistic, friendly, generous, caring, and kind behavior.

38
Q

Globe: general propensity to trust

A

The extent to which members of a society trust the
other members in the society.

39
Q

Globe: religiosity

A

The extent to which members of a society have religious beliefs and practice religious rituals

40
Q

What does the effectiveness of global leadership depend on?

A
  • Cultural and social values
  • Organizational structure (mechanistuic vs. organic)
  • Economic uncertainty and development
  • How performance is measured (financial vs. environmental vs. social)
  • the fit between leadership and the culture/contexts in which it operates.
41
Q

What are the characteristics of each globe cluster?

A
  • Anglo – competitive and result-oriented.
  • Confucian Asia – a result-driven, encouraging group working together over individual goals.
  • Eastern Europe – forceful, supportive of co-workers, treat women with equality.
  • Germanic Europe – value competition & aggressiveness and are more result-oriented
  • Latin America – loyal & devoted to their families and similar groups.
  • Latin Europe – values individual autonomy.
  • Middle East – devoted & loyal to their people, women afforded less status.
  • Nordic Europe – high priority on long-term success, women treated with greater equality.
  • Southern Asia – strong family & deep concern for their communities.
  • Sub-Sahara Africa – concerned & sensitive to others, demonstrate strong family loyalty.