Bài giảng Nghệ thuật lãnh đạo - Chapter 6: The Global and Cultural Contexts

NGHỆ THUẬT LÃNH ĐẠO
 MSMH: NS301DV01 
 Chapter 2:
 The Global and 
Cultural Contexts 
 Purpose
After studying this chapter, you will be able to:
 ●Understand the role culture can play in leadership
 ●Describe the three levels of culture
 ●Discuss the model of national culture
 ●Identify the impact of gender on leadership
 ●Discuss the role diversity plays in leadership 
 Content
●Definition and levels of culture 
●Models of national culture
●Group culture: gender and diversity
 Chapter 2
2.1- Definition and 
 Levels of Culture 
 Definition and 
 Characteristics
●Culture consists of the commonly held values 
 within a group of people. It is a set of norms, 
 customs, values, and assumptions that guides 
 the behavior of a particular group of people.
●Culture is the lifestyle of a group the collective 
 programming of the group members.
●Culture is shared by members of a group. 
●Culture has performance and is passed down 
 from one generation to another. 
 Definition and 
 Characteristics
●Group members learn about their culture 
 through their parents and family, schools, and 
 other social institutions, and consciously and 
 unconsciously transfer it to the young and new 
 members.
●Culture affects how people view the world and 
 how they think, and therefore, shapes behavior.
 Levels of Culture 
Culture exists at three levels:
 ● National Culture: a set of values and beliefs shared by 
 people within a nation.
 ● Group Culture: different cultural, ethnic, and religious 
 groups lead to cultural diversity (variety of human 
 structures, belief systems, and strategies for adopting to 
 situations that exist in different groups.
 ● Organizational Culture: a set of values, norms and 
 beliefs shared by members of an organization
 Impacts of Culture 
● National culture exerts a strong and pervasive influence 
 on people’s behavior in everyday activities and in 
 organizations.
● The influence of organizational culture is, generally, 
 limited to work-related values and behaviors.
● National culture strongly influences organizational culture.
● All three levels of culture shape views and expectations of 
 leaders. 
● Each country and region in the world develops a particular 
 organizational and management style based largely on its 
 national culture.
Chapter 2
 2.2- Models 
 of National 
 Culture 
 1. Hall’s High-Context and Low-
 Context Cultures
● Edward Hall’s model, divides communication styles 
 within cultures into two groups: high context and low 
 context (Hall, 1976).
● Context refers to the environment and the information 
 that provide the background for interaction and 
 communication.
 ○ Leaders from high-context cultures rely heavily on the context, 
 including nonverbal cues and situational factors, to communicate 
 others and understand the world around them. They use personal 
 relationships to establish communication.
 ○ Leaders from low-context cultures focus on explicit, specific 
 verbal and written messages to understand people and situations. 
1. Hall’s High-Context and Low-
 Context Cultures
 2. Hofstede’s Five Cultural 
 Dimensions
Power distance The extent to which people accept unequal 
 distribution of power. In higher power-distance 
 cultures, there is a wider gap between the powerful 
 and the powerless.
Uncertainty The extent to which the culture tolerates ambiguity 
avoidance and uncertainty. High uncertainty avoidance leads to 
 low tolerance for uncertainty and a search for 
 absolute truths.
Individualism The extent to which individuals or closely-knit social 
 structure, such as the extended family, is the basis 
 for social systems. Individualism leads to reliance on 
 self and focus on individual achievement.
Masculinity The extent to which assertiveness and 
 independence from others is valued. High 
 masculinity leads to high sex-role differentiation, 
 focus on independence, ambition, and material 
 goods.
Time orientation The extent to which people focus on past, present or 
 future. Present orientation leads to a focus on short-
 term performance.
 3. Tigh and Loose Cultures
● Harry Triandis (2004): uncertainty avoidance be 
 classified into tigh or loose categories.
● In tigh cultures, members follow rules, norms, and 
 standards closely. 
 ○ Behaviors are, therefore, closely regarded; those who do not abide 
 by the rules are criticized, isolated, or even ostracized, depending 
 on the severity of the offense.
● Loose cultures show much tolerance for behaviors that 
 are considered acceptable, and although rules exist, 
 violating them is often overlooked. 
 4. Vertical and Horizontal 
 Dimensions of Individualism and 
 Collectivism
 Vertical (emphasis on Horizontal (emphasis on 
 Hierarchy) Equality)
Individualistic Focus on the individual Although the focus is on 
 where each person is each individual being 
 considered unique and unique, individuals are 
 superior to others, often considered equal to others 
 based on accomplishments without a strong hierarchy. 
 and performance, or Ex: Sweden.
 material wealth. Ex: USA
Collectivistic Strong group feeling with All group members are 
 clear rank and status considered equal; the group 
 differentiation among group has little hierarchy and 
 members; members feel there is strong focus on 
 obligation to obey authority democratic and egalitarian 
 and sacrifice self for good processes. Ex: Israel.
 of the group if needed. Ex: 
 Japan.
 5. Trompenaars’s Cross-Cultural 
 Organizational Cultures
●Fons Trompenaars: cross-cultural organizational 
 cultures can be classified on two dimensions 
 (Trompenaars, 1994): 
 ○ Egalitarian-hierarchical and 
 ○ Orientation to the person or the task.
5. Trompenaars’s Cross-Cultural 
 Organizational Cultures
 5. Trompenaars’s Cross-Cultural 
 Organizational Cultures
● Incubator Cultures are egalitarian and focus on taking 
 care of individual needs. 
 ○ Leaders in such organizations emerge from the group rather than 
 being assigned. 
 ○ Therefore, leadership is based on competence and expertise, and 
 the leader’s responsibility is to provide resources, manage conflict, 
 and remove obstacles.
● The Guided Missile is also egalitarian culture, but focus 
 on task completion rather than individual needs. 
 ○ In guided-missile organizations, leadership is based on expertise 
 and follower participation is expected. 
 ○ People work in teams of professionals who have equal status, with 
 performance being the primary criterion for effectiveness.
 5. Trompenaars’s Cross-Cultural 
 Organizational Cultures
●The Eiffel Tower cultures is hierarchical and task 
 focused. It is characterized by a steep, stable, 
 and rigid organization. 
 ○ The focus is on performance through order and 
 obedience of legal and legitimate authority. 
 ○ The leader is the undisputed head of the organization 
 and has full responsibility for all that occurs.
●The Family Culture is hierarchical and take care 
 of individuals. 
 ○ The family culture functions like a traditional family. 
 ○ The leader’s role is that of a powerful father figure, who 
 is responsible for the welfare of all members.
 6. Global Leadership and 
 Organizational Behavior 
 Effectiveness Research (GLOBE)
● Conducted by a group of researchers in 62 countries 
 (House et al., 2004)
● GLOBE examines culture using 9 dimensions.
● GLOBE assumes that culture affects what leaders do and 
 how organizations are structured and managed.
● GLOBE identifies several categories of leader behavior:
 ○ Charismatic/ value-based leadership is generally desirable 
 across most cultures.
 ○ Team-based leadership is believed to contribute to outstanding 
 leadership in many cultures.
 ○ Participative leadership is seen, generally, as positive, its 
 effectiveness depends on the culture.
 ○ Autonomous leaders are desirable in some cultures but not in all. 
 ○ Self-protective leadership is seen as impeding effective 
 leadership in most cultures.
 6. Global Leadership and 
 Organizational Behavior 
 DimensionEffectiveness ResearchDescription (GLOBE)
Power distance The degree to which power is distributed equally.
Uncertainty The extent to which a culture relies on social norms and rules 
avoidance to reduce unpredictability (high score indicates high tolerance 
 for uncertainty)
Human The degree to which a culture values fairness, generosity, 
orientation caring and kindness.
Collectivism I The degree to which a culture values and practices collective 
(institutional) distribution of resources.
Collectivism II The degree to which individuals express pride and cohesion 
(in-group) in their family or organization.
Assertiveness The degree to which individuals are assertive, direct and 
 confrontational.
Gender The extent of gender differentiation (high score indicates 
egalitarianism more differentiation)
Future The extent to which a culture invests in the future rather than 
orientation in the present or past.
Performance The degree to which a culture values and encourages 
orientation performance and excellence.
 Chapter 2
2.3- Group Culture 
 Group Culture 
●Group culture may consist of a number of 
 ○ primary factors such as gender, ethnicity, and age 
 and other 
 ○ secondary factors such as income, education, and 
 membership in various groups.
Dimensions of Group 
Culture and Diversity
 Dimensions of Group 
 Culture and Diversity
●The primary dimensions of diversity are the 
 visible and stable aspects of a person.
●Factors that are considered secondary are more 
 dynamic. 
●Group culture can affect people in 2 important 
 ways:
 ○ People’s leadership style may vary based on their 
 group membership;
 ○ Membership in those groups impacts how others view 
 the person and therefore how they may react to 
 leadership from that person.
 Gender and leadership 
1. Web Structure: 
● Leaders in hierarchical web structures are at the center 
 rather than at the top.
● This structure, and their position within it, allows them to 
 be accessible and informed.
 ○ Whereas top-down and bottom-up information in traditional 
 hierarchy is filtered and altered as it travels, leaders at the center 
 of the web gain direct access to all others in the organization, and 
 their employees have access to them.
 ○ The web structure prevents from feeling isolated and out of touch 
 with the needs of their subordinates and their organization.
 Gender and leadership 
2. Non command and Control Use of Power:
 ● Having power means that you must be willing to not have 
 any (Sellers, 2004)
3. Business Ranking
 ● “That’s a non female thing to do. Ranking is the opposite 
 of what women are about” (Sellers, 1998: 80)  focus on 
 mentoring other women and helping them balance family 
 and work (Weiss, 2006)
4. Job Oriented 
 ● “You don’t focus on being female – you focus on getting 
 the job done. If you draw too much attention to your 
 gender, you’re not a member of the team” (Overholt, 
 2001: 66)
 Potential Causes of Poor 
 Representation of Women in 
 Leadership
● Gender differences in leadership style and 
 effectiveness 
 ○ Such as communication styles, negotiation styles 
 and effectiveness 
 ○ Women tend to show more people-oriented and 
 democratic styles (whereas men were more likely to be 
 task focused and autocratic)
 ○ Transformational leadership  focuses on establishing 
 an emotional connection with followers and inspiring 
 them toward implementing change, showing more 
 individualized attention to their followers, and being more 
 supportive.
 Potential Causes of Poor 
 Representation of Women in 
● Women have less experienceLeadership in organizations
 ○ Women are generally not as well prepared as men to 
 take on leadership roles.
 ○ Women have less work experience and are less 
 interested in investing their time and resources in 
 reaching top levels of organizations than men.
● Women are less committed to their work and career
● Women quit their job more often
 ○ Women are not able to devote as much time to their 
 careers, and are more likely to quit their jobs, thereby 
 hindering their progress  burden of child-care and 
 household work.
● Women are less educated
 Potential Causes of Poor 
 Representation of Women in 
 Leadership
●Discrimination
 ○ Discrimination: women, and members of other non 
 dominant groups, are placed at a disadvantage not 
 based on their abilities or actions, but based on 
 other non-job-related factors.
 ○ Sexual harassment.
 Potential Causes of Poor 
 Representation of Women in 
● Gender stereotypesLeadership
 ○ Women have to fulfill two contradictory roles and 
 expectations, those of being a woman and those of 
 being a leader (Eagly and Karau, 2002). Being a leader 
 requires forceful behaviors that are more masculine (e.
 g. being proactive and decisive) than feminine (being 
 kind and not appearing too competent).
 ○ But, women who are more masculine are often not 
 liked and not considered effective (Powell, Butterfield, 
 and Parent, 2002)
 ○ Men particularly expect women to account in ways that 
 are stereotypically feminine, and evaluate them poorly 
 when they show the more masculine characteristics 
 typically associated with leadership.
 Potential Causes of Poor 
 Representation of Women in 
 Leadership
●Glass ceiling
 ○ Women and minorities face a glass ceiling – invisible 
 barriers and obstacles that prevent them from moving 
 to the highest levels of organizations (Arfken, Bellar, 
 and Helms, 2004)
●Cultural factors
 ○ such as going to lunch with the “right” group, playing 
 sports, being members of certain clubs
 Solutions 
● Organizations and leaders to create, value, and maintain 
 a multicultural organization where discrimination is not 
 tolerated.
 ○ Multiculturalism aims at inclusiveness, social justice, affirmation, 
 mutual respect, and harmony in a pluralistic world. 
 ○ The benefits of building a multicultural organization go beyond 
 women and minority groups; they extend to all those who are 
 different, including those from another culture.
● Training and education can help people become aware 
 of their biases, understand their own and others’ cultural 
 point of view, and better accept differences.
 Factors in Becoming a 
Multicultural Organization
Questions?