Typically though, most leaders use a primary style in their management approach.
Some knowledge of the subject was helpful in our travels abroad or when welcoming foreign guests to our shores.
|Popular Topics||Cross Culture Comparison of Leadership Traits Cross Culture Comparison of Leadership Traits 1 January Culture The article is based on report on research conducted, which shows the study of comparing perceptions of the importance of 18 traits for effective low-level leaders and high-level leaders. Participants were 84 full-time white-collar employees from Australia and full-time white-collar employees from China.|
|Typically though, most leaders use a primary style in their management approach.|
The complexities of merging corporate cultures, issues of leadership, planning, decision-making, recruitment and task assignment are all compromised by the nation-traits of the people involved. What allowances must be made when outlining organisational culture?
Where can one look for guidelines? Several dozen cross-cultural experts have proposed such dimensions. None has yet succeeded in capturing the whole field. The best-known models are: Edward Hall, who classified groups as mono-chronic or poly-chronic, high or low context and past- or future-oriented.
Kluckholn saw 5 dimensions — attitude to problems, time, Nature, nature of man, form of activity and reaction to compatriots. Later he added long-term vs. Lewis, after visiting countries and working in more than 20 of them, came to the conclusion that humans can be divided into 3 clear categories, based not on nationality or religion but on BEHAVIOUR.
He named his typologies Linear-active, Multi-active and Reactive. Lewis considered that previous cross-culturalists, in accumulating the multiplicity of dimensions listed in the preceding paragraph, ran the risk of creating confusion for those who sought clarity and succinctness.
He named this behavioural category Reactive, thereby creating a model that is essentially tripartite and cites the following characteristics: The Linear-active group is easily identified. The Reactive group is located in all major countries in Asia, except the Indian sub-continent, which is hybrid.
The Multi-actives are more scattered: Though these cultures are wildly diverse, geographically and in their religions, beliefs and values, they can be categorised as a group, as behaviourally they follow the same pattern with the following traits and commonalities: It is a question of which one is dominant.
Many individuals deviate from the national type in a work situation e. The Lewis Model is based on data drawn from 50, executives taking residential courses and more thanonline questionnaires to 68 different nationalities and has produced the following tripartite comparison according to country.
How does this information help training officers, headhunters or others engaged in the placement of new recruits in the company structure?
It indicates not only how much affinity their behaviour has to that of other countries but also shows their similarity to or deviation from their own national norm, as well as their compatibility with other people tested.
This is particularly useful if members of a proposed team are tested simultaneously. The successful candidate in red was in fact an Indian national.
The design of the questionnaire is based on business situations. The nomenclature of the typologies is succinct: Linear-Actives are task-oriented, highly-organized planners, who complete action chains by doing one thing at ta time, preferably in accordance with a linear agenda.
Multi-Actives are emotional, loquacious and impulsive people who attach great importance to family, feelings, relationships, people in general. They like to do many things at the same time and are poor followers of agendas.
Where and when do we need these types of people? We Need Each Other!The complexities of merging corporate cultures, issues of leadership, planning, decision-making, recruitment and task assignment are all compromised by the nation-traits of the people involved.
What allowances must be made when outlining organisational culture? Management students of both sexes from three different countries—Australia, Germany, and India—estimated the percentage to which one of three stimulus groups, that is, executives-in-general (no gender specification), male executives, or female executives, possesses person-orientedand task-oriented leadership traits.
Participants also rated . develop their different personality traits according to their cultural background (Chhokar, Brodbeck, & House, ).
In the business world, a leader has to be prepared and willing to go anywhere. Cross cultural similarities in leadership prototypes were also found by Gerstner and Day (). Specifically, the trait ‘goal-oriented’ was the second most important prototypical trait . cross-cultural leadership in nigeria and usa Step 1: The authors determined and ranked the top 10 EBLQ items for leadership success on the basis of the mean scores of .
Gender Stereotypes and the Attribution of Leadership Traits: A Cross-Cultural Comparison Sabine Sczesny, 1, 3 Janine Bosak, 1 Daniel Neff, 1 and Birgit Schyns 2.