According to the GLOBE project - Copy

docx

School

Kabarak University *

*We aren’t endorsed by this school

Course

Subject

Management

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by CountMosquitoPerson827

1 Cross-Cultural Leadership Student's Name: Institutional Affiliation: Course: Instructor: Date:

2 Cross-Cultural Leadership According to the GLOBE project, there are 10 cultural clusters in the world, based on the similarities and differences of nine cultural dimensions. These dimensions are: power distance, uncertainty avoidance, institutional collectivism, in-group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and humane orientation ( Dorfman et al., 2004) . The essay will evaluate my cluster culture, compare and contract with other culture and evaluate strategic plan to solve Anglois my cluster, which includes countries such as Australia, Canada, Ireland, New Zealand, South Africa (White sample), the United Kingdom, and the United States. The Anglo cluster is characterized by low power distance, low uncertainty avoidance, high institutional collectivism, low in-group collectivism, high gender egalitarianism, high assertiveness, high future orientation, high performance orientation, and low humane orientation ( Dorfman et al., 2004) . This means that people in this cluster tend to be individualistic, competitive, achievement-oriented, egalitarian, and future-focused. They also value autonomy, innovation, and risk-taking, and they are less concerned with harmony, loyalty, and tradition. The Culture Visualization chart shows the scores of the Anglo cluster on the nine cultural dimensions, along with the global average and the other clusters.. The chart shows that the Anglo cluster has the highest scores on institutional collectivism, gender egalitarianism, assertiveness, future orientation, and performance orientation, and the lowest scores on power distance, in-group collectivism, and humane orientation ( Dorfman et al., 2004) . The chart also shows that the Anglo cluster is similar to the Nordic and the Germanic Europe clusters on some dimensions, such as low power distance, high gender egalitarianism, and high performance orientation, but different from the Latin America and the Sub-Saharan

3 Africa clusters on most dimensions, such as low in-group collectivism, high assertiveness, and low humane orientation. there are significant differences between the Anglo and the Latin America clusters on most of the cultural dimensions and leadership styles. Latin America cluster, which includes countries such as Argentina, Bolivia, Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Mexico, and Venezuela. This cluster is characterized by high power distance, high uncertainty avoidance, low institutional collectivism, high in-group collectivism, low gender egalitarianism, low assertiveness, low future orientation, low performance orientation, and high humane orientation ( Dorfman et al., 2004) . This means that people in this cluster tend to be collectivistic, cooperative, relationship-oriented, hierarchical, and tradition-bound. They also value stability, security, and loyalty, and they are more concerned with harmony, compassion, and generosity hence showing significant differences between the Anglo and the Latin America clusters on most of the cultural dimensions and leadership styles. There are differences ways to effectively engage individuals from different groups in an organizational setting. To communicate with Latin American colleagues or clients, you should use a more formal and respectful tone, and avoid direct criticism or confrontation. should also show interest in their personal and family lives, and build trust and rapport before discussing business matters ( Segundo, 2023) . To collaborate with Confucian Asian team members or partners, should respect their authority and seniority, and avoid challenging their decisions or opinions. one should also acknowledge their contributions and achievements, and provide them with clear and detailed instructions and feedback ( Segundo, 2023) . To motivate and influence Latin American employees or customers, one should appeal to their values and emotions, and emphasize the benefits of your products or services for their well- being and social status. should also recognize their loyalty and commitment, and reward them

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4 with incentives and recognition. To motivate and influence Confucian Asian employees or customers, you should emphasize the quality and reliability of your products or services, and how they can help them achieve their long-term objectives and aspirations ( Segundo, 2023) . one should also appeal to their sense of duty and obligation, and provide them with clear and consistent guidance and feedback. there are significant differences between the three clusters on most of the cultural dimensions. The Latin America cluster is different from the Anglo cluster on all dimensions, except for uncertainty avoidance ( Dorfman et al., 2004) . The Confucian Asia cluster is different from the Anglo cluster on all dimensions, except for institutional collectivism and performance orientation. The Latin America cluster is different from the Confucian Asia cluster on all dimensions, except for power distance and uncertainty avoidance. The Leadership Visualization chart shows that the Latin America cluster prefers charismatic/value-based, team-oriented, and humane-oriented leadership styles, and dislikes self-protective, autonomous, and participative leadership styles. The Anglo cluster prefers charismatic/value-based, team-oriented, and participative leadership styles, and dislikes self- protective, autonomous, and humane-oriented leadership styles ( Dorfman et al., 2004) . The Confucian Asia cluster prefers charismatic/value-based, team-oriented, and self-protective leadership styles, and dislikes humane-oriented, autonomous, and participative leadership styles ( Dorfman et al., 2004) . The implications of the similarities and differences between the three clusters on the cultural and/or leadership dimensions are that they can affect how people from these clusters interact, communicate, collaborate, negotiate, motivate, and influence each other in an

5 organizational setting. For example, people from the Latin America cluster may find it difficult to work with people from the Anglo cluster, who are more individualistic, assertive, and egalitarian, and may perceive them as rude, arrogant, and disrespectful ( Dorfman et al., 2004) . People from the Anglo cluster may find it difficult to work with people from the Confucian Asia cluster, who are more hierarchical, conformist, and long-term oriented, and may perceive them as passive, rigid, and conservative. In conclusion, the GLOBE project reveals distinct cultural clusters, such as the Anglo, Latin America, and Confucian Asia clusters, each characterized by unique cultural dimensions and leadership preferences. The Anglo cluster, with low power distance and high individualism, contrasts significantly with the Latin America cluster's collectivism and hierarchy. The Confucian Asia cluster stands apart with its emphasis on hierarchy and long- term orientation. These differences impact communication, collaboration, and motivation in organizational settings, highlighting the importance of cultural awareness and adaptability for effective cross-cultural interactions. References Dorfman, P. W., Hanges, P. J., & Brodbeck, F. C. (2004). Leadership and cultural variation: The identification of culturally endorsed leadership profiles. Culture, leadership, and organizations: The GLOBE study of , 62 (1), 669-719. Segundo, M. G. (2023). Leadership and Culture: What Difference Does it Make?. 2022 Editorial Board , 104 . https://www.regent.edu/wp-content/uploads/2022/10/Regent-Research- Roundtables-2022-Global-Consulting-Segundo.pdf

According to the GLOBE project - Copy

Related Documents