Page 263 - DMGT548_GLOBAL_HRM

Global HRM

Notes 14.1 Cross-cultural Leadership

Global leadership is a complex process for the organisation. The success and failure of the global
leaders depends on the extent to which they adapt themselves to the cultural orientation of the
foreign countries. It is very important for the corporates to understand how leadership varies
across cultures, so that they can adapt themselves culturally.
Leadership values are learned from the culture in which the individual is reared and they direct
the person’s behaviour. They represent the deepest level of a culture.

Example: The US managers placed high value on tactful acquisition of influence and
regard for others. Japanese managers placed high value on difference to superiors, on company
commitment and on the cautious use of aggressiveness and control. Korean managers gave
importance to recognition of others. Indian managers placed high value on the non-assertive
pursuit of objectives. Australian managers placed importance on values reflecting low-keyed
approach to management and a high concern for others.
Leadership quality is highly dynamic concept which varies nationally due to perceived differences
in the values and beliefs of the people internationally. Employees in a highly power-distance
culture expect the managers to act as strong leaders as they are uncomfortable with the leaders
delegating discretionary decisions. While some cultures want their leaders to act as decisive and
directive experts; others want them to act as participative problem-solvers.

The leadership orientation of the managers varies across nations. These are due to the vast
differences in the values between the national groups. Some managers are pragmatic and judge
ideas in terms of whether they will work; others are highly ethical-moral and view ideas in
terms of right or wrong; still others have a feeling-orientation and judge ideas in terms of
whether they are pleasant; some have values that are related heavily to organisation life while
others include a wide range of personal values. So there are many value patterns which affect the
leadership qualities in the managers.
Leader plays an important role in the organisation. The extent to which they carry their status
into the wider context outside the workplace through their professional activity is significant.
Directive styles of leadership appear culturally inappropriate in northern Europe, North America,
Australia and New Zealand. An employee participation programme failed in Russia, perhaps
because of the national culture’s disbelief and distrust in participatory programmes. On the
other hand, the cultures of Sweden and Japan strongly support employee involvement in
organisational activities.

Example: In France and Italy, managers carry their status into activities outside the
workplace. But Danish and British managers are less able to apply their organisational status to
influence their non-workplace relationships. This means a British manager can easily play
under his subordinate in a club match than French or Italian managers. In Eastern and Middle-
Eastern societies managers are expected to behave as managers even outside their workplace.
At the other extreme say in Sweden, it is more important that the manager be able to tap sources
of expert power, perhaps elsewhere in the company, than give all the technical answers himself.
This means that Swede working for an Indonesian company is frustrated by what perceives as
inefficiency when an Indonesian co-worker refuses to ask an outsider for help. And when he
does make an advance, he is censured by co-workers for lack of loyalty and respect. While the
Swede uses the hierarchical structure to facilitate problem-solving the Indonesian values it as a
means of signalling who has authority over whom.

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