Expert answer:Culture and Leadership

Expert answer:The workplace is becoming more culturally diverse and it is important for leaders to understand and manage these differences in workplace culture and diversity.Describe a time when you experienced culture or diversity differences in the workplace (either at your current or past place of work).Based on these differences explain the following:Describe the differences in culture and diversity by using Cultural Dimensions.Compare and contrast your culture or the diversity factors with the differences that were presented in the workplace.Explain how you or your leader handled the cultural or diversity differences.Determine how these differences could have been mitigated.Examine the leadership style that you or your leader used to manage these differences.Directions:Write a three-part essay (i.e., an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph) that addresses the assignment’s guide questions. Do not address the questions using a question and answer format.Your well-written paper should meet the following requirements:Be three to five pages in length, which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements.Use Saudi Electronic University academic writing standards and APA style guidelines.Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles unless the assignment calls for more.check materials attached
module_10__interactive_lecture_.pdf

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MGT560 – Leadership Development
Culture and Leadership
Module Introduction
Readings
Note: The following readings may require you to be logged in to the Saudi Digital
Library. You may do that here (https://cas.seu.edu.sa/cas/login?
service=http%3A%2F%2Fapps.seu.edu.sa%2Fstds%2FDigitalLib.php).
Required
Chapter 16 in Leadership: Theory and Practice
Gates, M. (2015, May 27). Cross-cultural factors in leadership in the Middle East. CrossCulture.
Retrieved from https://www.crossculture.com/blog/nationalities/cross­cultural­factors­in­
leadership­in­the­middle­east/ (https://www.crossculture.com/blog/nationalities/cross­
cultural­factors­in­leadership­in­the­middle­east/)
Oxford Consulting. (2012; 2015). Gulf Arab leadership style. Retrieved from
http://www.oxfordstrategicconsulting.com/wp­content/uploads/2015/05/Gulf­Arab­
Leadership­Style­.pdf (http://www.oxfordstrategicconsulting.com/wp­
content/uploads/2015/05/Gulf­Arab­Leadership­Style­.pdf)
Suderman Solutions. (2016, May 16). 24 charts of leadership styles around the world. Retrieved from
http://jeffsuderman.com/24­charts­of­leadership­styles­around­the­world
(http://jeffsuderman.com/24­charts­of­leadership­styles­around­the­world)
Recommended
Chapter 16 PowerPoint slides (https://coursecms.csuglobal.edu/items/b66fc681­9128­
4cf6­b6e8­508a6f6c495b/2/production/SEU_MGT560_Northouse7e_PPT_16.pptx) Leadership: Theory and Practice
Goodapple, J. (2015). Navigating leadership in U.S.­based multinationals
(http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=101580298&site=ehost­live). Cornell HR Review, 1-4.
For Your Success
Module 10 discusses the importance of culture and the importance of its role in leadership practices.
This module features two graded deliverables to assess your knowledge including a Critical Thinking
assignment and a Graded Quiz that covers Modules 9 and 10.
i
Learning Outcomes
1. Evaluate the dimensions of culture in relation to leadership.
2. Analyze leadership practices per multiple cultures.
1. Cultural Dimensions
A short and memorable definition of culture was proposed by a pioneer of culture studies, Geert
Hofstede (1980, p. 25) – culture is collective mental programming that distinguishes one group of
people from another. This definition assumes that culture is 1) learned, 2) transmitted, 3) shared, and
4) a group-level concept. Furthermore, there is no biological/genetic transmission of human cultures.
There are many different resources available to study cultural similarities and differences. Project Globe
has collected data in over 60 countries and distinguishes cultures based on nine dimensions.
Click on the tabs below to explore these dimensions.
Uncertainty avoidance
Power distance
In­group collectivism
The degree to which people express pride, loyalty, and cohesion in their organizations and families.
Institutional collectivism
Institutional collectivism concerns societal-level interests/goals versus individual-level
interests/goals. Institutional collectivism is high when a society emphasizes societal collective
action.
In-group collectivism concerns members of a society’s identification with the group rather than the
individual. Low in-group collective societies have primary allegiance to self.
Gender egalitarianism
Gender egalitarianism concerns the degree to which a society minimizes gender role differences and
promotes equality among men and women. A low gender egalitarianism society would promote
highly differentiated roles for men and women, and men and women would not be treated the same.
Assertiveness orientation
Assertiveness concerns the degree to which being forceful and assertive is valued by people in a
society. A high assertiveness-oriented society would value direct language and a direct approach to
raising and settling conflicts.
Future orientation
Future orientation concerns whether members of societies prefer to engage in future-oriented
activities such as planning, thus delaying gratification and investing in the future. A future- oriented
society would have high levels of saving rates and an emphasis on investing in the education of
children, so they can have a better life than their parents.
Performance orientation
Performance orientation concerns if a society encourages and rewards increased performance. High
performance-oriented societies promote setting and achieving challenging goals, for example.
Humane orientation
Humane orientation concerns if a culture rewards its members for being caring and kind to other
people. A humane-oriented society would value caring and sharing for other people. (Northouse,
2016)
Culture Clusters
Culture clusters are groupings of countries with similar cultures. Chapter 16 in your textbook shows
ten culture clusters (Northouse, 2016). For example, the United States is part of the Anglo cluster along
with Canada, Australia, England, and South Africa, since the cultural dimensions of these countries are
similar.
Read Project Globe’s description of the Anglo cluster
(http://globeproject.com/results/clusters/anglo?menu=list).
A Middle East cluster is present as well. It is comprised of Turkey, Egypt, Kuwait, Morocco, and Qatar,
because of the similar values that these societies share.
Read Project Globe’s description of the Middle East cluster
(http://globeproject.com/results/clusters/middle­east?menu=list).
2. Culture and Leadership Practices
Culture clusters are important, as they provide a guide to explain and predict leadership and
followership expectations and behaviors. Thus, while the expectations and behaviors of a Canadian
leader would likely match those of his U.S. employees, they might conflict with the expectations and
behaviors of his Turkish workforce.
The following video illustrates cultural differences and the errors people make when
confronted with different cultures.
What are the common cultural mistakes people make in international business?
(Source: https://www.youtube.com/watch?v=9YWFf170GVI )
This video describes cultural differences and explains the errors that people may make when
confronted with different cultures.
Certainly, there is no “right” or “wrong” culture. Rather, cultures are different, and sometimes those
differences can be extreme, causing misunderstanding and confusion. It’s important to a) avoid
stereotypes and prejudices, b) keep an open mind about other cultures, c) embrace differences, and d)
learn from differences. Requiring leaders and their staff have cross-cultural training is one way to
address this issue and avoid cultural conflict.
Consider the following definitions:
Stereotypes: Stereotypes are generalizations that are not always true of every person in a single
culture.
Prejudice: Prejudices are negative emotions or feelings about another culture that are unmerited.
It is essential for leaders to model the behaviors that they want their followers to practice. If leaders
show prejudice against specific cultures, the followers will think prejudice is acceptable behavior, and
they will tend to do the same. However, if the leaders demonstrate the importance of treating all
individuals equally and respectfully, followers will tend to follow suit. Leaders should express in no
uncertain terms the consequences for poor treatment of co-workers, including poor treatment based on
cultural differences. The business world today is multi-cultural and tolerance is needed.
Northouse on Culture and Leadership
The author of the course textbook discusses culture and leadership.
Go to the Video (https://edge.sagepub.com/northouse7e/student-resources/chapter16/northouse-on-leadership)
Check Your Understanding
Click Here to Begin
References
GLOBE–Global Leadership & Organizational Behavior Effectiveness (n.d.) Culture groups: Anglo.
Retrieved from http://globeproject.com/results/clusters/anglo?menu=list
GLOBE–Global Leadership & Organizational Behavior Effectiveness (n.d.) Culture groups: Middle
East. Retrieved from http://globeproject.com/results/clusters/middle-east?menu=cluster
Hofstede, G. (1980). Culture’s consequences. Beverly Hill, CA: Sage Publications.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage
Publications.
…
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