Leadership in a Global Environment

Management vs. lead Management Leadership Vision & strategy memory an eye on the horizon Creating shared value Helping others grow Reducing boundaries instruction on battalion Based on ain power performing as a coach Emotional connections Open mind audition Nonconformity Insight into self Creates change and a culture of truth Source Daft (2008), p. 15 Leadership Direction Planning & budgeting Keeping an eye on the bottom line Organizing & staffing Directing & controlling Creating boundaries focus on products Based on position power Acting as boss Emotional distance Expert mind Talking deference Insight into organization Alignment Relationships Personal Qualities Outcomes Maintains stability Creates culture of efficiency Definition of culture mesh in Leadership Germ any Members of a sort out or a society sharing a distinct air of life with common values, attitudes and behaviors that are transmitted over time in a gradual, yet dynamic process.S ource Harris, J. E. / Moran, R. T. (1979). supranational Context farming Bbehavior determine Attitudes Source Adler (2002) p. 17. value attitudes behavior Internet in Leadership Germany Values = explicit or implicit desirable to an individual or assemblage = influences the selection from available modes, mearns and ends of stand forion 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 Sample Countries/Areas China/Thailand Australia/United States 1 2 Use of understatement Asking people to call you by your root name Taking off from work to attend 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 one-time(a) worker whose performance is weak H Indir ectness F Informality Centrality of family assumption 3 B Venezuela/Korea International Context 4 5 6 I Switzerland/Canada Germany/England A Directness E Respect for age lacquer/Pakistan 7 At a meeting agreeing with a suggestion you rally is wrong D Saving faceAsia generally 8 Inviting the teaboy to eat lunch with you in your office J Egalitarianism Cambodia/Vietnam 9 Asking the headmasters ruling about something youre an expert on G Defence to authority India/ brazil-nut tree 10 Accepting, without question that something cant be changed C External Control Saudi-Arabian Arabia/Turkey Source www. uop. edu/sis/culture. Culture The hidden dimension Culture has observable aspects and suspected, imagined, or intuited. Internet in Leadership Germany Holiday custom Facial expressions Paintings Food Music Eating habits Literature concept of personal space Work ethic GesturesInternational Context Rules of social etiquete Religious beliefs pattern of beauty Childraising beliefs Importa nce of time Values Concept of leadership Concept of fairness Concept of self General world view disposition 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. top executive distance . identity 3. Masculinity 4. Uncertainty avoidance 5. Long term druthers 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 High Power Distance Core value reward for status Core distinction powerful/dependant Key portion centralization Low Power Distance Core value peoples equality Core distinction whether or not liable for a certain task Key element decentralization I ndividualism 2.