Leadership

1
Leadership

• Chapter Fourteen
• International and Culturally DiverseAspects of
  Leadership

2
Work Force Trends

• The average age of the work force is increasing
• White males now constitute less than 50 percent
  of the work force
• An increasing number of new entrants into the
  work force are women and people of color

3
Business Trends

• Business has become increasingly global
• Small and medium-size firms, as well as giants,
  are increasingly dependent on trade with other
  countries
• An estimated 10 to 15 percent of jobs in the U.S.
  depend on imports or exports
• Most manufactured goods contain components from
  more than one country

4
Advantages of Managing for Diversity

• Reduction of turnover and absenteeism costs
• Offers a marketing advantage
• Advantage in recruiting and retaining talented
  people
• Unlocks the potential for excellence
• A creativity advantage and improved
  problem-solving and decision-making

5
Multicultural Leader

• A leader with skills and attitudes to relate
  effectively to and motivate people across race,
  gender, age, social attitudes, and lifestyles

6
Dimensions of Individual Values
7
European Styles of Management

• A greater orientation toward people
• A higher level of internal negotiation
• Greater skill in managing international diversity
• Ability to manage between extremes

8
Malaysian Managers

• Emphasize collective well-being (collectivism)
  and display a strong humane orientation
• The culture discourages aggressive,
  confrontational behavior, preferring harmonious
  relationships

9
Culturally Sensitive Leader

• Willing to acquire knowledge about local customs
• Willing to learn to speak the language
• Patient
• Adaptable
• Flexible
• Willing to listen and learn

10
Multicultural Worker

• Convinced that all cultures are equally good
• Enjoys learning about other cultures
• Usually has been exposed to more than one culture
  in childhood

11
Problems of Cultural Misunderstanding

• Language differences
• Work habit differences
• Differences in womens roles
• Differences in personal appearance and behavior

12
Cultural Intelligence (CQ)
an outsiders ability to interpret someones
unfamiliar and ambiguous gestures the way that
persons compatriots would.
13
Facets of Cultural Intelligence (CQ)

• Cognitive CQ (head)
• Physical CQ (body)
• Emotional/motivational CQ (heart)

14
Global Leadership Skills

• Behavioral complexity that allows the leader to
  attain corporate profitability and productivity,
  continuity and efficiency, commitment and morale,
  and adaptability and innovation
• Stewardship
• Ability to satisfy three metavalues including
  community, pleasure, and meaning

15
Global Leadership Skills

• Cultural sensitivity
• Culturally adventurous
• Good command of a second language

16
Cultural Diversity Initiatives

• Hold managers accountable for achieving diversity
• Establish minority recruitment, retention, and
  mentoring programs

17
Cultural Diversity Initiatives

• Conduct diversity training
• Encourage the development of employee networks
• Avoid group characteristics when hiring for
  person-organization fit

18
Inter-Cultural Training
A set of learning experiences designed to help
employees understand the customs, traditions, and
beliefs of another language
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The Multicultural Organization