Preparing for Global Leadership
Preparing for Global Leadership
In the development of a global organization, it is important for a leader to be adequately prepared in terms of having the necessary resources and the best leadership approaches to apply (Osland, Li, & Wang, 2014). This is important in enabling the organization to be successful in achieving its goals and objectives. Global organizations hire individuals from diverse locations to work in the organization where a leader should be well informed on the diverse cultures across different regions and their impact on the organization. This is important in enhancing trust between the members of the organization (Osland, Li, & Wang, 2014). This paper will identify key issues in the formation of a group of employees in the development of a global organization where it will have business operations in Greece, Singapore, Germany, and Iran.
A Description of the Available Cultural Assessment Tools and How They Could Be Applied To Assess the Organizational Culture Of and To Identify Cultural Gaps within This Group
The Global Leadership and Organizational Behavior Effectiveness program has provided important information, which will help a consultant leader in analyzing cross-cultural research conducted on different cultural dimensions (Osland, Li, & Wang, 2014). This information is important in providing measurement standards to enable leaders in making accurate decisions based on similarities as well as differences between different organizational cultures (Osland, Li, & Wang, 2014). The diverse cultures to be analyzed include Greece, Singapore, Germany, and Iran. The cultural dimensions analyzed via the GLOBE program include assertiveness, future orientation, individualism and collectiveness, human orientation, performance orientation, gender egalitarianism, power distance, and uncertainty avoidance. These different cultural dimensions have been assigned different values based on the results of the research (Osland, Li, & Wang, 2014).
The GLOBE program uses a 1 to 7 scale with 1 indicating a low rate or non-existence while a 7 indicates a strong existence or a high level of a certain cultural dimension (House & Global Leadership and Organizational Behavior Effectiveness Research Program, 2014). From the information collected from the available cultural assessment tools, an analysis indicates different values and practices to be dominant in different nations. Greece has a high value for assertiveness, Singapore for future orientation, individualism and collectivism, performance orientation, uncertainty avoidance, and gender egalitarianism, Iran has a high level of human orientation and power distance (House & Global Leadership and Organizational Behavior Effectiveness Research Program, 2014).
This analysis can be used to address any challenges, which may be expected in different cultures as well as identify any opportunities in different regions. Greece ranked the first in assertiveness with Iran being the last. Singapore ranked first in future orientation in all the four nations as well as the promotion of gender equality (House & Global Leadership and Organizational Behavior Effectiveness Research Program, 2014). Iran ranked the first in humane orientation, which is individuals reward positive behavior with Germany being the last. Singapore was the highest in individualism and collectivism, which is a measure of a group in following the set social rules with Greece ranking the last in this category. Singapore also ranked highest in performance orientation with Greece ranking the least (House & Global Leadership and Organizational Behavior Effectiveness Research Program, 2014).
Performance orientation involves the rewarding of high performance and high results. Power distance involves the distribution of power in an organization with a high value indicating a nation supporting power concentration at the top organizational level (House & Global Leadership and Organizational Behavior Effectiveness Research Program, 2014). In this category, Iran ranked the highest with Singapore ranking the last. In uncertainty avoidance, Singapore ranked the first with Greece ranking the last. Uncertainty avoidance involves a culture’s avoidance to uncertain issues (House ; Global Leadership and Organizational Behavior Effectiveness Research Program, 2014).
A Description of How Your Leadership Style and Techniques Will Be Influenced By the Social Culture and Diversity of This Group
Social culture and diversity affect leadership in different aspects due to the surrounding environment, which is determined and influenced by cultural factors (Chin ; Trimble, 2014). Different cultures define leadership in different perspectives, which requires leaders to understand and learn the different cultural environments to help them in being successful in their roles in organizations (Chin ; Trimble, 2014). One of the leadership approaches to apply in different cultures to attain the desired goals and objectives is servant leadership, which focuses on a leader serving others and addressing the needs of other staff members in an organization. This leadership approach can be influenced by the social culture and diversity of this group in different aspects (Chin ; Trimble, 2014).
One of the ways in which this leadership approach will be influenced is that certain attributes, which are seen as strengths in some cultures, may be considered as weaknesses in different cultures (Chin ; Trimble, 2014). An organization and the employees of the organization influence an organizational culture, which shape leadership styles. There are cultures, which focus on shifting power to the leader as seen in the power distance values in the GLOBE program, which may influence the application of servant leadership approach in certain cultures (Chin ; Trimble, 2014). This will influence different servant leadership principles, which may include the decision-making process where a servant leader involves his/her, staff members in making decisions. Some of servant leadership principles may be ineffective in certain cultures (Chin ; Trimble, 2014).
A Description of How the Social Culture of This Group Will Likely Influence Workplace Outcomes and Productivity of the Group
Workplace outcomes and productivity are important as they determine the success or failure of an organization. The social culture of this group will likely influence workplace and productivity of the group in different aspects (Hughes, 2016). Due to the diversity shared in the group, more information will be provided during the decision-making process due to the different perspectives form the different individuals. This is beneficial to an organization in coming up with the best strategies to improve performance which will also improve workplace outcomes and productivity (Hughes, 2016). Due to the application of servant leadership principles in the organization, this will improve teamwork, which will also increase trust in the organization. This will lead to improved productivity and workplace outcomes due to the collaborative aspect of individuals in the organization (Hughes, 2016).
The social culture of this group will also likely influence workplace outcomes and productivity of the group by influencing the organizational relationships between different members with different cultural backgrounds (Hughes, 2016). Organizational relationships are important in enabling employees to engage with each other, which has an impact on the organization’s outcome and productivity (Hughes, 2016). Research has indicated high performance on organizations which employees have a high level of interaction, which also increases the commitment of the employees to the organization. This enables employees to support each other in achieving common goals, which leads to a high outcome and high productivity in an organization (Hughes, 2016).
A Description of How the Social Culture and Diversity of the Individuals on the Team Will Influence the Greater Organizational Culture
Organizational culture constitutes organizational beliefs and values which are attributed to a certain organization. This is important since it enables individuals working in an organization to have the same views and perspectives in addressing certain issues (Erbe, Normore, & IGI Global, 2015). This also includes the expectations of certain organizations, which influence the behavior and actions of the members associated with a particular organization. Leaders should always encourage their staff to be supportive to other members to enable them in creating a strong organizational culture (Erbe, Normore, & IGI Global, 2015). The social culture and diversity of the individuals on the team will influence the greater organizational culture through creating universal beliefs and values in the organization, which will create a strong foundation, which is not discriminative but accommodative to all (Erbe, Normore, & IGI Global, 2015).
This is important in strengthening the organizational culture, which will enable the organization in focusing on the set goals and objectives. The social culture and diversity of the individuals on the team will also influence the greater organizational culture through the contribution of different perspectives, which is important in shaping an organizational culture (Erbe, Normore, & IGI Global, 2015). From the contribution of different members of the organization on different aspects of the organization, the organization is able to adopt the most successful opinions and ideas. This is important in finding solutions to most of the challenging issues affecting an organization (Erbe, Normore, & IGI Global, 2015). Research has indicated the best solutions to be derived from the contribution of diverse individuals. This is also important in improving the organizational culture to accommodate everyone, which will also have a positive impact on the organization (Erbe, Normore, & IGI Global, 2015).
It is important for leaders to prepare themselves adequately for global leadership, which involves leading individuals from diverse cultures (Chin, Trimble, & Garcia, 2017). Diversity in a group setting can be quite complex for a leader to manage if he/she is not properly prepared which may lead to negative effects in the organization. Due to this, it is important for leaders to be able to understand and accommodate the diverse aspects from different cultural backgrounds (Chin, Trimble, & Garcia, 2017). This will enable the leaders to focus on the strengths and identify solutions to address any challenging areas. This will make the leader to be effective in his/her roles of helping an organization in achieving the desired goals and objectives. A leader will also strengthen his/her employees without the negative effects associated with cultural diversity (Chin, Trimble, & Garcia, 2017).
Chin, J. L., & Trimble, J. E. (2014). Diversity and Leadership. Thousand Oaks: SAGE Publications, Inc.
Chin, J. L., Trimble, J. E., & Garcia, J. E. (2017). Global and culturally diverse leaders and leadership: New dimensions and challenges for business, education, and society. Bingley: Emerald Publishing Limited.
Erbe, N., Normore, A. H., & IGI Global. (2015). Cross-cultural collaboration and leadership in modern organizations. Hershey, Pennsylvania: IGI Global.
House, R. J., & Global Leadership and Organizational Behavior Effectiveness Research Program. (2014). Strategic leadership across cultures: The GLOBE study of CEO leadership behavior and effectiveness in 24 countries. Thousand Oaks, California: SAGE Publications, Inc.
Hughes, C. (2016). Diversity intelligence: Integrating diversity intelligence alongside intellectual, emotional, and cultural intelligence for leadership and career development. New York: Palgrave Macmillan.
Osland, J., Li, M., & Wang, Y. (2014). Advances in global leadership. Bingley, U.K: Emerald.