Leading with Cultural Intelligence, 2012a
Leading with Cultural Intelligence, 2012a
Leading with Cultural Intelligence, 2012a
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<strong>Cultural</strong> Dimension High-Score Cluster Low-Score Cluster<br />
Uncertainty avoidance<br />
Germanic Europe<br />
Nordic Europe<br />
Eastern Europe, Latin America<br />
Middle East<br />
Power/hierarchy No Clusters Nordic Europe<br />
Institutional collectivism<br />
Nordic Europe<br />
Confucian Asia<br />
Confucian Asian, Eastern Europe<br />
Germanic Europe, Latin America<br />
Latin Europe<br />
Anglo, Germanic Europe<br />
In-Group collectivism<br />
Latin America, Middle East Southern Asia Nordic Europe<br />
Eastern Europe<br />
Middle East<br />
Gender<br />
Nordic Europe<br />
Adapted from House et al. (2002) The GLOBE Study of 62 Societies, Thousand Oaks, CA: Sage<br />
Table 2.7 GLOBE Study of Key Leadership Behaviors<br />
Dimension<br />
Charismatic/value-based<br />
leadership<br />
Team-oriented leadership<br />
Participative leadership<br />
Humane-oriented leadership<br />
Autonomous leadership<br />
Self-protective leadership<br />
Behaviors<br />
Inspires others, motivates, expect high performance; visionary, self-sacrificing,<br />
trustworthy, decisive<br />
Team-building, common purpose, collaborative, integrative, diplomatic, not<br />
malevolent<br />
Participative and not autocratic; inclusive of others<br />
Supportive, considerate, compassionate and generous; modesty and<br />
sensitivity<br />
Independent and individualistic; autonomous and unique<br />
Ensures the safety and security of the leader and the group; self-centered,<br />
status conscious, face-saving, conflict-inducing<br />
Adapted from House et al. (2002) The GLOBE Study of 62 Societies, Thousand Oaks, CA: Sage<br />
Business leaders have tremendous power to change the organizational culture by utilizing several<br />
methods that address the underlying assumptions, beliefs, and values of its members; however, this is not<br />
an easy task. Culture, as explained, is oftentimes manifest in unconscious behaviors, values, and<br />
assumptions that develop over time and change as new employees enter an organization. The significance<br />
Saylor URL: http://www.saylor.org/books<br />
Saylor.org<br />
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