Chapter 2
Global and cultural context
Learning outcomes
• Define culture and explore culture theories
• Explore the relationship between leadership and culture.
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Definition of Culture
• The learned beliefs, values, rules, norms, symbols and traditions that
are common to a group of people.
• Shared qualities of a group that make them unique
• Is the way of life, customs and scripts of a group of people
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Example:
American believe cinnamon is the
great ingredient for making
cookies.
French believe the cinnamon ruins
the tast of the cookies
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Terms related to culture
• Multicultural: Approach or system that takes more than one culture
into account (Đa văn hóa)
• Diversity: existence of different cultures or ethnicities within a group
or organization (Đa dạng hóa)
• Prejudice (Định kiến)
A largely fixed attitude, belief or emotion held by an individual about another
individual or group
Involves inflexible generalizations that are resistance to change or evidence
Is self-oriented rather than other-oriented
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A brief overview of the theorists whose ideas
are the framework for this lesson.
• Late 1960s – Geert Hofstede, personnel research dept of IBM Europe.
• Late 1980s Fons Trompenaars and Charles Hampden-Turner,
Consultants
• Late 1990s Robert J House et al – Project GLOBE
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Geert Hofstede
Personnel research dept of IBM Europe.
Surveyed 116,000 IBM employees in 40 countries on preferences
around management style and work environment
4 dimensions where differences by country were significant
• power distance
• uncertainty avoidance
• individualism/collectivism
• masculinity/femininity
• later discussed a 5th dimension = long term view (Asia)
https://www.hofstede-insights.com/country-comparison/china,vietnam/ 8
Late 1980s Fons Trompenaars and Charles
Hampden-Turner (based on Parsons)
• Consultants
• By 1998: 15 years of research – questionnaire based. Framework from Talcott
Parsons, US Sociologist (Harvard 1927-1973)
• 30 companies, 50 countries, 30,000 people
• 7 fundamental dimensions of culture:
relationships with people
universalism vs. particularism
individualism vs. communitarianism (collectivism)
neutral vs. emotional
specific vs. diffuse
achievement vs. ascription
time attitudes toward environment
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The GLOBE study ( House,et al. 1991)
- The Global Leadership and Organizational Behavior Effectiveness
(GLOBE)
- Measured beliefs and values of managers
- Initiated in 1991- the program involved more than 160 investigations.
- Used quantitative methods to study the responses of 17,000 managers
in 950 organizations in 62 countries
- Developed a classification of cultural dimensions- identified Nine
cultural dimensions
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62 countries
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GLOBE dimensions
• Power Distance: The degree to which members of a collective
expect power to be distributed equally.
• Uncertainty Avoidance: The extent to which a society,
organization, or group relies on social norms, rules, and
procedures to alleviate unpredictability of future events.
• Humane Orientation: The degree to which a collective
encourages and rewards individuals for being fair, altruistic,
generous, caring, and kind to others.
• Collectivism I: (Institutional) The degree to which
organizational and societal institutional practices encourage
and reward collective distribution of resources and collective
action.
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• Collectivism II: (In-Group) The degree to which individuals
express pride, loyalty, and cohesiveness in their organizations
or families.
• Assertiveness: The degree to which individuals are assertive,
confrontational, and aggressive in their relationships with
others.
• Gender Egalitarianism: The degree to which a collective
minimizes gender inequality.
• Future Orientation: The extent to which individuals engage in
future-oriented behaviors such as delaying gratification,
planning, and investing in the future.
• Performance Orientation: The degree to which a collective
encourages and rewards group members for performance
improvement and excellence.
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How does culture interact with leadership?
Beside looking at differences in culture, the GLOBE study also
look at differences in leadership behaviors that are considered
important to various degree in various cultures.
Bên cạnh việc xem xét sự khác biệt về văn hóa, nghiên cứu GLOBE cũng
xem xét sự khác biệt trong các hành vi lãnh đạo được coi là quan trọng
ở nhiều mức độ khác nhau trong các nền văn hóa khác nhau.
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Leader concern about motivating people
( transformational leadership style)
Often sees in democratic leadership style
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Six set of leadership behaviors
• Charismatic/value-based leadership: reflects the ability to inspire,
motivate, expect high performance from others based on strongly
held core values
• Team-oriented leadership: emphasizes team building and a common
purpose among team members
• Participate leadership: reflects the degree to which leaders involve
others in making and implementing decisions.
• Humane-oriented leadership: emphasizes being supportive ,
considerate, compassionate, and generous
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Six set of leadership behaviors
• Autonomous leadership: refers to independent and individualistic
leadership which includes being autonomous and unique.
• Self-protected leadership: reflects behaivours that ensure the safety
and security of the leader and the group
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-
Highly
value
ANGLO: English speaking countries Australia, Canada, New Zealand, UK, US
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Highly
value
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Highly
value
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Strenghts of GLOBE study
• A major study and, to date, the only study to analyse how
leadership is viewed by cultures in all parts of the world.
• Findings from GLOBE are valuable because they emerge from a
well-developed quantitative research design.
• Provides a classification of cultural dimesions that is more
expensive than the commonly used Hofstede classification
system
• Provides useful information about what is universally
accepeted as good and bad leadership
• Underscores the complexity of leadership process and how it
influenced by culture
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Application of GLOBE study
• Helps leaders understand their own culture biases and
preferences
• Different culture have different ideas about what they want
from their leaders, and their findings helps leader adapt their
style to be more effective in different cultural settings.
• Helps global leaders communicate more effectively across
cultural and geographic boundaries.
• Information on culture and leadership can be used to build
culturally sensitive Websites, design new employee orientation
programs, conduct programs in relocation training and
improve global team effectiveness.
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In short: Charateristic of Culture
• Affect thinking and behavior
• Shared by group members
• Transferred from one member to another
• Stable: it does not change easily;
• But dynamic: it can changes to adapt changing
environment.
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Sumary of three culture models
• Hofstede focus primarily on national culture.
• Trompenaars provides a model that combines national and
organizational cultural and has a strong practitioner focus.
• GLOBE has one of the most comprehensive models available
with a strong focus on leadership characteristics across
cultures
• Each model is useful and used to provide a cross-cultural
perspective on leadership.
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Three levels of culture
National culture:
defined as a set of
values and beliefs
shared by people
within a nation.
(Hofstede)
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Group culture
• Group culture: Different ethnic and other cultural groups (Gender,
religious, and racial differences) within a nation might share a culture,
called as group culture (or subculture).
• Although these groups share national cultural values, they develop
their own unique cultural traits.
(Trompenaars
combines national and
organizational cultural)
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Organizational culture
• Organizational culture (“corporate culture”)—the set of
values, norms, and beliefs shared by members of an
organization.
• Given time, all organizations develop a unique culture or
character whereby employees share common values and
beliefs about work-related issues, typically include beliefs
about leadership.
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GLOBE dimensions
• Power Distance: The degree to which members of a collective
expect power to be distributed equally.
• Uncertainty Avoidance: The extent to which a society,
organization, or group relies on social norms, rules, and
procedures to alleviate unpredictability of future events.
• Humane Orientation: The degree to which a collective
encourages and rewards individuals for being fair, altruistic,
generous, caring, and kind to others.
• Collectivism I: (Institutional) The degree to which
organizational and societal institutional practices encourage
and reward collective distribution of resources and collective
action.
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• Collectivism II: (In-Group) The degree to which individuals
express pride, loyalty, and cohesiveness in their organizations
or families.
• Assertiveness: The degree to which individuals are assertive,
confrontational, and aggressive in their relationships with
others.
• Gender Egalitarianism: The degree to which a collective
minimizes gender inequality.
• Future Orientation: The extent to which individuals engage in
future-oriented behaviors such as delaying gratification,
planning, and investing in the future.
• Performance Orientation: The degree to which a collective
encourages and rewards group members for performance
improvement and excellence.
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Low-context vs. High context culture
&
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Context definition
Context literally means “with text”—it’s all of the information
surrounding what is being said, from the setting to the people involved
and their standing within a given culture.
The context of any interpersonal exchange can impact much of what is
said and meant. Cultural norms regarding context vary greatly. In many
ways, these cultural differences related to context influence how
people communicate.
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Ngữ cảnh có nghĩa đen là “với văn bản” - tất cả thông tin xung
quanh những gì đang được nói, từ bối cảnh đến những người
liên quan và vị thế của họ trong một nền văn hóa nhất định.
Bối cảnh của bất kỳ cuộc trao đổi giữa các cá nhân nào có thể
ảnh hưởng đến phần lớn những gì được nói và có ý nghĩa. Các
chuẩn mực văn hóa liên quan đến bối cảnh khác nhau rất nhiều.
Theo nhiều cách, những khác biệt văn hóa liên quan đến bối
cảnh ảnh hưởng đến cách mọi người giao tiếp.
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How context and culture impact behaviors
West vs. East
Problem solving approach
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Contacts and connections
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The Boss
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Time
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Self-expression
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Noise level inside the restaurant
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Travelling
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Animals
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Example
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• Cindy is hosting a conference at a local hotel for U.S.
Operations employees as they meet their Japanese partners
for the first time.
• Cindy and Runa have had several productive phone calls
before the conference, and they are happy to meet each
other. They are now setting up the room the day before the
meeting.
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Runa! Thanks for offering to help me set up the
room. We only have about ten minutes before
we’re expected downstairs, so I’ve already
gotten everything set up.
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For Cindy, as long as they get the necessary
materials, the manner of display is not
important. In Japan, presentation is important,
and Runa wants to impress her colleagues.
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Oh, I don’t think we have time for
that, the participants will just mess it
all up anyway.
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While the U.S. norm for
conference room set up
is to have a neat,
uniform look, Cindy is
acting quickly since she
is pressed for time.
While Cindy’s response
is practical, Runa still
feels uncomfortable.
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Ugh, we just have to make sure
Well… actually it won’t take me
they get what they need, but fine.
that long, just give me a
second.
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Runa quickly reorganizes everything. She
believes that her conference behavior needs
to reflect the careful attention she gives her
work in Japan.
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I guess. Either way, they’ll get
what they need. Thanks. See, it’s no problem. I think that
looks much better.
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Learning outcome
• As you can see, there is underlying tension between Runa
and Cindy because each of them believes that their way of
doing things is correct. Neither person is wrong here,
because they’re both doing what they know.
• When you are communicating with someone who relies on a
different set of norms, try to remain open to their way of
doing things. You will learn their values from their behavior
and gather clues as to how you can make communications
smoother.
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Let’s practice
What are the differences between these Gaze
and Why?
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The gaze
What does his gaze
mean to you?
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Watch and learn
• https://www.youtube.com/watch?v=zQvqDv4vbEg
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What are the challenges of leaders?
Futurize and Humanize- Jacorb Morgan.
https://www.youtube.com/watch?v=ShpnIAxlmVg
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What are the challenges of leaders?
Futurize: making sure the company is ready for the future
Humanize: making sure the company stays human in the future
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What would you do?
You lead a team made up of people from several different countries.
They are all very well qualified and experts in their fields.
They have trouble working together, however. They constantly argue
over work processes, and their arguments are getting increasingly
personal. They blame their different personalities, but you think culture
has something to do with the problems.
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