Culture and Leadership

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The workplace is becoming more culturally diverse and it is important for leaders to understand and manage these differences in workplace culture and diversity.

  • Describe a time when you experienced culture or diversity differences in the workplace (either at your current or past place of work).
  • Based on these differences explain the following:
    • Describe the differences in culture and diversity by using Cultural Dimensions.
    • Compare and contrast your culture or the diversity factors with the differences that were presented in the workplace.
    • Explain how you or your leader handled the cultural or diversity differences.
    • Determine how these differences could have been mitigated.
    • Examine the leadership style that you or your leader used to manage these differences.

Directions:

  • Write a three-part essay (i.e., an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph) that addresses the assignment’s guide questions. Do not address the questions using a question and answer format.

Your well-written paper should meet the following requirements:

  • Be three to five pages in length, which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements.
  • Use Saudi Electronic University academic writing standards and APA style guidelines.
  • Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles unless the assignment calls for more.

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MGT560 – Leadership Development Culture and Leadership Module Introduction Readings Note: The following readings may require you to be logged in to the Saudi Digital Library. You may do that here (https://cas.seu.edu.sa/cas/login? service=http%3A%2F%2Fapps.seu.edu.sa%2Fstds%2FDigitalLib.php). Required Chapter 16 in Leadership: Theory and Practice Gates, M. (2015, May 27). Cross-cultural factors in leadership in the Middle East. CrossCulture. Retrieved from https://www.crossculture.com/blog/nationalities/cross­cultural­factors­in­ leadership­in­the­middle­east/ (https://www.crossculture.com/blog/nationalities/cross­ cultural­factors­in­leadership­in­the­middle­east/) Oxford Consulting. (2012; 2015). Gulf Arab leadership style. Retrieved from http://www.oxfordstrategicconsulting.com/wp­content/uploads/2015/05/Gulf­Arab­ Leadership­Style­.pdf (http://www.oxfordstrategicconsulting.com/wp­ content/uploads/2015/05/Gulf­Arab­Leadership­Style­.pdf) Suderman Solutions. (2016, May 16). 24 charts of leadership styles around the world. Retrieved from http://jeffsuderman.com/24­charts­of­leadership­styles­around­the­world (http://jeffsuderman.com/24­charts­of­leadership­styles­around­the­world) Recommended Chapter 16 PowerPoint slides (https://coursecms.csuglobal.edu/items/b66fc681­9128­ 4cf6­b6e8­508a6f6c495b/2/production/SEU_MGT560_Northouse7e_PPT_16.pptx) Leadership: Theory and Practice Goodapple, J. (2015). Navigating leadership in U.S.­based multinationals (http://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=101580298&site=ehost­live). Cornell HR Review, 1-4. For Your Success Module 10 discusses the importance of culture and the importance of its role in leadership practices. This module features two graded deliverables to assess your knowledge including a Critical Thinking assignment and a Graded Quiz that covers Modules 9 and 10. i Learning Outcomes 1. Evaluate the dimensions of culture in relation to leadership. 2. Analyze leadership practices per multiple cultures. 1. Cultural Dimensions A short and memorable definition of culture was proposed by a pioneer of culture studies, Geert Hofstede (1980, p. 25) – culture is collective mental programming that distinguishes one group of people from another. This definition assumes that culture is 1) learned, 2) transmitted, 3) shared, and 4) a group-level concept. Furthermore, there is no biological/genetic transmission of human cultures. There are many different resources available to study cultural similarities and differences. Project Globe has collected data in over 60 countries and distinguishes cultures based on nine dimensions. Click on the tabs below to explore these dimensions. Uncertainty avoidance Power distance In­group collectivism The degree to which people express pride, loyalty, and cohesion in their organizations and families. Institutional collectivism Institutional collectivism concerns societal-level interests/goals versus individual-level interests/goals. Institutional collectivism is high when a society emphasizes societal collective action. In-group collectivism concerns members of a society’s identification with the group rather than the individual. Low in-group collective societies have primary allegiance to self. Gender egalitarianism Gender egalitarianism concerns the degree to which a society minimizes gender role differences and promotes equality among men and women. A low gender egalitarianism society would promote highly differentiated roles for men and women, and men and women would not be treated the same. Assertiveness orientation Assertiveness concerns the degree to which being forceful and assertive is valued by people in a society. A high assertiveness-oriented society would value direct language and a direct approach to raising and settling conflicts. Future orientation Future orientation concerns whether members of societies prefer to engage in future-oriented activities such as planning, thus delaying gratification and investing in the future. A future- oriented society would have high levels of saving rates and an emphasis on investing in the education of children, so they can have a better life than their parents. Performance orientation Performance orientation concerns if a society encourages and rewards increased performance. High performance-oriented societies promote setting and achieving challenging goals, for example. Humane orientation Humane orientation concerns if a culture rewards its members for being caring and kind to other people. A humane-oriented society would value caring and sharing for other people. (Northouse, 2016) Culture Clusters Culture clusters are groupings of countries with similar cultures. Chapter 16 in your textbook shows ten culture clusters (Northouse, 2016). For example, the United States is part of the Anglo cluster along with Canada, Australia, England, and South Africa, since the cultural dimensions of these countries are similar. Read Project Globe’s description of the Anglo cluster (http://globeproject.com/results/clusters/anglo?menu=list). A Middle East cluster is present as well. It is comprised of Turkey, Egypt, Kuwait, Morocco, and Qatar, because of the similar values that these societies share. Read Project Globe’s description of the Middle East cluster (http://globeproject.com/results/clusters/middle­east?menu=list). 2. Culture and Leadership Practices Culture clusters are important, as they provide a guide to explain and predict leadership and followership expectations and behaviors. Thus, while the expectations and behaviors of a Canadian leader would likely match those of his U.S. employees, they might conflict with the expectations and behaviors of his Turkish workforce. The following video illustrates cultural differences and the errors people make when confronted with different cultures. What are the common cultural mistakes people make in international business? (Source: https://www.youtube.com/watch?v=9YWFf170GVI ) This video describes cultural differences and explains the errors that people may make when confronted with different cultures. Certainly, there is no “right” or “wrong” culture. Rather, cultures are different, and sometimes those differences can be extreme, causing misunderstanding and confusion. It’s important to a) avoid stereotypes and prejudices, b) keep an open mind about other cultures, c) embrace differences, and d) learn from differences. Requiring leaders and their staff have cross-cultural training is one way to address this issue and avoid cultural conflict. Consider the following definitions: Stereotypes: Stereotypes are generalizations that are not always true of every person in a single culture. Prejudice: Prejudices are negative emotions or feelings about another culture that are unmerited. It is essential for leaders to model the behaviors that they want their followers to practice. If leaders show prejudice against specific cultures, the followers will think prejudice is acceptable behavior, and they will tend to do the same. However, if the leaders demonstrate the importance of treating all individuals equally and respectfully, followers will tend to follow suit. Leaders should express in no uncertain terms the consequences for poor treatment of co-workers, including poor treatment based on cultural differences. The business world today is multi-cultural and tolerance is needed. Northouse on Culture and Leadership The author of the course textbook discusses culture and leadership. Go to the Video (https://edge.sagepub.com/northouse7e/student-resources/chapter16/northouse-on-leadership) Check Your Understanding Click Here to Begin References GLOBE--Global Leadership & Organizational Behavior Effectiveness (n.d.) Culture groups: Anglo. Retrieved from http://globeproject.com/results/clusters/anglo?menu=list GLOBE--Global Leadership & Organizational Behavior Effectiveness (n.d.) Culture groups: Middle East. Retrieved from http://globeproject.com/results/clusters/middle-east?menu=cluster Hofstede, G. (1980). Culture's consequences. Beverly Hill, CA: Sage Publications. Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.
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Running Head: Organizational Culture and Diversity

Organizational Culture and Diversity
Name of Student
Course
Institutional Affiliation

Organizational Culture and Diversity
Workplace culture and diversity are two complementary factors that promote productivity
and competitiveness in an organization. Workplace culture is the personality and character of an
organization that involves the values, beliefs, attitudes, traditions, and behaviors of the
workforce. Workplace diversity is the variety of differences between the workforce in an
organization which constitutes, gender, education, age, race, religion, cognitive style,
background and organizational function as well. (Cox, 1993, p. 11)
Last year, when I was working for a certain organization, I experienced corporate
diversity and culture where I learned a lot about their influence on an organization. The cultural
and diversity differences were influenced by three cultural dimensions. The team had a low
Power Distance index that eliminated all sorts of inequalities. The supervisors and the employees
were regarded as equal without any of the receiving better treatment as they are all treated the
same. The organization was also flattered, and there was as much delegation as possible. The
design make was made by all those who were directly affected by the decision. The organization
also had a very low individualism versus Collectivism score. The low individualism versus
collectivism allowe...


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