Leadership in a Global Environment

Management vs. lead Management Leadership Vision & strategy Keeping an eye on the horizon Creating shared set Helping others grow Reducing boundaries Focusing on people Based on personal ply Acting as a managing director Emotional connections Open mind Listening Nonconformity Insight into self Creates change and a stopping point of integrity germ Daft (2008), p. 15 Leadership Direction Planning & budgeting Keeping an eye on the bottom line Organizing & staffing Directing & controlling Creating boundaries Focusing on products Based on position power Acting as boss Emotional distance Expert mind Talking Conformity Insight into organization Alignment Relationships Personal Qualities Outcomes Maintains stability Creates culture of efficiency Definition of culture net income in Leadership Germany Members of a group or a society sharing a distinct carriage of life with common values, attitudes and behaviors that are transmitted over time in a gradual, y et dynamic process. line Harris, J. E. / Moran, R. T. (1979). International Context Culture Bbehavior Values Attitudes Source Adler (2002) p. 17. Values attitudes behavior Internet in Leadership Germany Values = explicit or implicit desirable to an individual or group = influences the selection from operable modes, mearns and ends of action International Context = can be both consciously and unconsciously Attitudes = expresses values and disposes a person to act or react in a certain way to something Bbehavior = any form of human action Source Adler ( 2002), p. 18. Linking values to behavior Internet in Leadership GermanyBbehavior Value test Countries/Areas China/Thailand Australia/United States 1 2 Use of understatement Asking people to call you by your first name Taking come to from work to dish up the funeral of an aunt Not helping the person next to you on an exam Disagreeing openly with someone at a meeting Not laying off an older worker whose performance is weak H Indire ctness F Informality Centrality of family Self-reliance 3 B Venezuela/Korea International Context 4 5 6 I Switzerland/Canada Germany/England A Directness E Respect for age Japan/Pakistan 7 At a meeting agreeing with a suggestion you think is wrong(p) D Saving faceAsia generally 8 Inviting the teaboy to eat lunch with you in your office J Egalitarianism Cambodia/Vietnam 9 Asking the headmasters opinion about something youre an intelligent on G Defence to authority India/Brazil 10 Accepting, without question that something cant be changed C External Control Saudi Arabia/Turkey Source www. uop. edu/ babe/culture. Culture The hidden dimension Culture has observable aspects and suspected, imagined, or intuited. Internet in Leadership Germany Holiday customs Facial expressions Paintings Food Music ingest habits Literature concept of personal space Work ethic GesturesInternational Context Rules of social etiquete Religious beliefs Concept of beauty Childraising beliefs Importance of ti me Values Concept of leadership Concept of fairness Concept of self General world view Nature of friendship Source www. uop. edu/sis/culture. Cultural dimensions by Hofstede Internet in Leadership Germany based on the first and most detailed cross-cultural research study national culture explained more of the differences in work-related values and attitudes than did position, profession, age or gender International Context 1. effect distance . Individualism 3. Masculinity 4. Uncertainty avoidance 5. Long term orientation Source www. geert-hofstede. com. Power distance Internet in Leadership Germany 1. Power distance = degree of equality, or inequality, between people in the countrys society. International Context soaring Power Distance Core value respect for status Core distinction powerful/dependant make element centralization Low Power Distance Core value peoples equality Core distinction whether or not responsible for a certain task Key element decentralization Individ ualism 2.