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Leadership Across Cultures For Organisational Theory And Behavior Mcom Sem 1 Delhi University Notes

Leadership Across Cultures For Organisational Theory And Behavior Mcom Sem 1 Delhi University Notes

Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University :  Here website team members provide direct download links for Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University notes in pdf format. Download these Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University Complete Notes notes in pdf format and read well.

Leadership Across Cultures For Organisational Theory And Behavior Mcom Sem 1 Delhi University Notes

Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University :  Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other (Abbe et al., 2007). Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today’s international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures (House et al., 2001). It cannot be assumed that a manager who is successful in one country will be successful in another (Javidan et al., 2006; Brodbeck et al., 2000).

The following sections discuss the various aspects of cross-cultural leadership including: related theories and research, definitions of the construct itself and characteristics that are exhibited from such leaders, and antecedents to and implications of being a cross-cultural leader.

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Implications for practice

Implications of this need for cross-cultural leaders can be seen in the human resource departments within these global organizations. There is a strong agreement across the literature that the selection process plays a key role in hiring the people who will be most effective cross-cultural leaders. The articles detail specific personality traits and individual differences that promote quality cross-cultural leadership for multicultural settings. They also all emphasize across the board the need to hire individuals who already have prior extensive international experience, beyond vacationing in a given country. (Abbe et al. 2007; Johnson et al., 2006; Kealey & Protheroe, 1996; Mintzberg & Gossling, 2002; Osland et al. 2006; Spreitzer et al. 1997; Yamazaki & Kayes, 2004)

Additionally, there have been many studies published regarding the effect of intercultural training on expatriate success. While some disagree and question the effectiveness of training, most authors indicate that there is some, if only minor, success factor in intercultural training. There is no disagreement about the need for intercultural sensitivities and communication skills; it is the process of attaining these skills that is in question (Spreitzer, McCall Jr., & Mahoney, 1997; Mintzberg & Gosling, 2002; Hechanova et al., 2003; Kealey and Protheroe, 1996).

Spreitzer, McCall Jr., Mahoney (1997) believe that executives attain these skills through continuous learning, and an array of differentiated projects and experiences which all lead to an accumulated knowledge. Mintzberg and Gosling (2002) agree that executives learn through experience and note that they get to their level because of those experiences. They add that it would be detrimental to the executives to remove them from their experiential learning to sit them in a classroom and instead encourage a learning technique that incorporates classroom learning during short breaks from their job, roughly two weeks of every sixteen months. Hechanova et al. (2003) add that in effective cross-cultural training that is provided by many organizations is actually more detrimental than none at all.

According to Kealey and Protheroe (1996), the three most important ingredients to successful work overseas include the aptitudes and motivations of the expatriate and his immediate family, the aptitudes and motivation of the local counterparts and the overall organization of the project (p. 144). Therefore, while training is important, only a piece of one of the three aspects, expatriate’s personal aptitudes, can be altered by training. In addition, there needs to be recognition that training is meant to enhance abilities that are already there. Leaders need to come into training courses with abilities of their own and be open to alteration and growth from the training program.

Leadership Across Cultures For Organisational Theory And Behavior Mcom Sem 1 Delhi University Notes

Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University : There is probably no other topic generating more interest in business and nonbusiness organizations than that of leadership. More books and articles are published on this topic than on any other management topic, not only in the United States but in nations as diverse as Poland, China, and India. There are also countless educational and training programs devoted to the topic of leadership. And there are endless discussions of the factors that differentiate entrepreneurs starting their own businesses and executives rising to top-level positions in large, multinational corporations. All this frenzied activity is understandable given the obvious importance of the topic to leaders, potential leaders, and organizations of all types.

We begin this chapter by focusing on leadership across cultures. Next, we turn our attention to the related topic of motivation across cultures. Specifically, what motivates managers and employees in different cultures, and how is this topic related to leadership? In the final section of the chapter we consider group behavior and the manner in which the dynamics of leadership and motivation play out within this cross-cultural context.

Leadership Across Cultures For Organisational Theory And Behavior Mcom Sem 1 Delhi University Notes

Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University : Leadership Across Cultures For Organisational Theory And Behavior MCOM Sem 1 Delhi University :  Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees.


A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach’s α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction.


Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.


The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

Leadership theories and organizational culture

Implicit Leadership Theory

The Implicit Leadership Theory (ILT) asserts that people’s underlying assumptions, stereotypes, beliefs and schemas influence the extent to which they view someone as a good leader. Since people across cultures tend to hold different implicit beliefs, schemas and stereotypes, it would seem only natural that their underlying beliefs in what makes a good leader differ across cultures (Javidan et al., 2006; Brodbeck et al., 2000).

Hofstede’s Cultural Dimensions

One of the most prominent and influential studies to date regarding leadership in a globalized world is the Hofstede dimensions of culture. The study reveals similarities as well as differences across cultures and emphasizes the need to be open-minded to understand the differences in other cultures. Hofstede and Hofstede (2005) utilize five dimensions of culture to compare cultures to give leaders an understanding of how to adjust their leadership styles accordingly. These dimensions include Individualism/Collectivism, Feminine/Masculine, Power Distance, Uncertainty Avoidance, and Long Term/ Short Term orientation.


The Global Leadership and Organizational Behavior Effectiveness Research Project (GLOBE) study incorporated both the ILT and Hofstede’s dimensions into one unique research study. The GLOBE study extended the ILT to include individuals of a common culture maintaining a relatively stable common belief about leaders, which varies from culture to culture. They labeled this the Culturally Endorsed Implicit Leadership Theory (CLT) (Javidan et al., 2006). The GLOBE study came up with the nine dimensions of Uncertainty Avoidance, Power Distance, Collectivism I: Societal Collectivism, Collectivism II: In-Group Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation and Humane Orientation (House, Javidan, &Dorfman, 2001). Some of those dimensions correlate with the respective dimension from Hofstede. However, they differ since the GLOBE dimensions distinguish between cultural values and cultural practices, as opposed to Hofstede.

Leadership Styles Across Cultures

Leadership is a universal phenomenon (Bass, 1997). That is, wherever there are people, there are leaders. The question here is not whether leadership exists across cultures, but do various leadership styles (paternalistic leadership, transformation leadership, transaction leadership) translate across cultures?

Paternalistic Leadership

Paternalistic leadership “combines strong discipline and authority with fatherly benevolence and moral integrity couched in a ‘personalistic’ atmosphere” (Farh & Cheng, 2000, p. 94). Paternalistic leadership is composed of three main elements: authoritarianism, benevolence, and moral leadership (Farh & Cheng). At its roots, paternalistic leadership refers to a hierarchical relationship in which the leader takes personal interest in the workers’ professional and personal lives in a manner resembling a parent, and expects loyalty and respect in return (Gelfand, Erez, & Aycan, 2007).

A great deal of research has been conducted on the prevalence of this leadership style in non-Western business organizations, indicating the prevalence of paternalistic leadership in countries like main land China and Taiwan (Pellegrini & Scandura, 2008). However, considerably less research has been done on whether paternalistic leadership exists in Western cultures. Recently, there has been an increase in the amount of attention placed on paternalistic leadership in non-Western cultures. Although it is a relatively new area of focus in leadership research, evidence has been found supporting the relationship between paternalism and positive work attitudes in numerous cultures, including the Middle East, Latin America, and Pacific Asia (Pellegrini & Scandura, 2008). In a recent study, Pellegrini, Scandura, and Jayaraman (2010) examined paternalism in the Western business context and found that paternalistic leadership was positively associated with job satisfaction in India, but not in the United States. In both Indian and United States cultures, paternalistic leadership was positively related to leader-member exchange and organizational commitment (Pellegrini, Scandura & Jayaraman, 2010). Based on recent cross-cultural studies, paternalistic leadership seems to be more apparent across cultures than previously believed. Further research is needed to explore how prevalent it is, and how individual characteristics may play a role in where paternalistic leadership is found.

Transformation & Transaction Leadership

In addition to paternalistic leadership, other well-known leadership styles include transformation and transnational leadership. Transformation leadership is loosely defined as a charismatic leadership style that rallies subordinates around a common goal with enthusiasm and support. Transnational leadership is characterized by a give and take relationship using rewards as an incentive. These concepts were introduced by Bass (1985) and have been updated and studied throughout the years, claiming the transfer ability of these types of leadership styles across cultures. In fact, Bass and Avolio (1994) went as far as to give an optimal leadership profile for leaders around the world.

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