1. What is something that surprised you about leadership in other cultures?

What surprised me most about the leadership when reading about the various clusters in the

GLOBE 2020 research is that many of the leadership styles in the groups are Charismatic and

Value-Based. Still, after that, the characteristics are different. For instance, the attributes of an

Anglo leader are not only charismatic and value-based, but they are also described as team-

oriented and participative. Leaders in Latin America can be highly charismatic, visionary, team-

oriented, but only moderately participative. I also found the differences in gender equality and

equity and family orientation to be very interesting. The number of countries that want gender

equality but do not place high importance on it was surprising to me.

2. How do you feel your implicit leadership theories (ILT) are impacted by your cultural

experiences?

Osland (2013) wrote about the “true globalist” who have a global mindset, a set of global

leadership skills and behaviors, energy, skills, and talent for global networking, the ability to

build effective teams, and global change agent skills. I believe that global leaders have the

hardest job of all with the complexities of leading employees all over the world. Being able to

adapt to different cultures, language barriers, and very different ways of wanting to be led has to

be incredibly hard. Having the ability to build a level of trust and encouraging collaborative

relationships in such a diverse setting, I believe, would be the hardest part of being a global

leader.

3. What traits and behaviors do you feel are culturally endorsed implicit theories of

leadership?
I think being charismatic and valued based is a culturally acceptable trait for leaders to have. In

the GLOBE research, it is listed several times as one of the first traits of outstanding leaders in

the various clusters. That would mean they create a desirable and realistic vision, hold high-

performance expectations of their followers; they are decisive and have high integrity.

Part 2

Both priests performed the same job in the church according to the Catholic Diocese

expectations, so why were the results so different?  What cultural values and practices could

explain the difficulty the congregation had engaging with Father Theodore as a leader?  What

theories from the previous modules could explain why the congregation had an easier time

connecting with Father Andy? 

I have seen this happen in my hometown and its parish. Although Father Theodore may have

been charismatic in his sermons and did all that was expected of him, he didn't seem to be

actively trying to make a connection with the people in his parish. When Father Andy rolls in

with his four-wheeler and a big truck, I'm sure he would fit right into any rural Kansas town.

Father Andy also put on an event and made an effort to connect to not only connect with people

by organizing the picnic. By declining dinner invitations, Father Theodor was making it clear

that he had no intention of having personal relationships. Father Andy is charismatic and seems

to identify with the people of the small community he was assigned to. He can lead the

congregation by being himself, which gives him an authentic quality. He would also identify as

a spiritual and servant leader because of his role with the church.

Part 3
Refer to the Globe Project data- https://globeproject.com/results#country.  Compare two

countries or culture groups, you can pick two that you think are similar or two that are very

different.  What similarities and differences do you notice?  How could this benefit or impede

successful leadership on a team with members from both cultures?

I will compare Nordic Europe and Eastern Europe clusters in this part. Nordic and Eastern

Europe have several cultural differences. Nordic European leaders are more participative in their

leadership. While Eastern European leaders do not believe in the effectiveness of participative

leadership. Although they both hold great pride and loyalty to their families, the Nordic

European cluster is typically self-reliant with fewer familial ties. I think that these cultural

groups would work well together as they do have several similarities. The only thing that I could

see hurting their ability to work together is the level of participation that would be required of

one another. I think the team and performance-oriented differences could be complementary

differences.

WORK CITED

GLOBE 2020. (2016). Culture groups. Retrieved from https://globeproject.com/results#cluster.

Osland, J.S. (2013). An overview of the global leadership literature. In M.E. Mendenhall, J.S.

Osland, A. Bird, G.R. Oddou, M.L. Maxnevski, M.J. Stevens, & G.K. Stahl (Eds.).

Global Leadership: Research, Practice, and Development (pp. 40-79). New York:

Routledge.