Module Number

Leadership

Module: Critical Thinking

Critical Thinking: Leadership and culture

Student id:

Date:
 Introduction

In this report information about culture and leadership is stated. The workplace is

becoming more global in nature. It is very crucial for leaders or managers to better understand

these distinctions in workplace culture and diversity. The report will discuss a project of GLOBE

in the context of leadership and culture. The research of the GLOBE framework recognizes six

global leadership traits that are considered crucial in different cultures. These traits include

charismatic behaviour, team-oriented behaviour, participative behaviour, humane-oriented

behaviour, autonomous behaviour, and self or group protective behaviour. The report will also

discuss Hofstede's cultural dimensions. The contribution of Hofstede's cultural dimension to the

development of a sustainable organization will also be discussed. The report will also discuss the

use of these theories.

GLOBE’S overview

GLOBE stands for global leadership and organizational behaviour effectiveness.

GLOBE project has provided an additional lens to managers that help them better understand

how to perform well in a global environment. This project involves almost 170 researchers from

more than sixty countries who collected the information from seventeen thousand employees

from sixty-two countries around the globe. GLOBE research is similar to Hofstede's cultural

dimensions even five factors of the GLOBE project are similar to dimensions o Hofstede's

cultural dimensions. The project was founded in the 1960s to better understand cultural

dimensions in the workplace. GLOBE has given employees a lens that helps them know about
cross-cultural situational and enables them to deal with those situations effectively (Effectiveness

& Publications, 2004).

Link of GLOBE project with culture and leadership

GLOBE model aims to analyze various cultures. The model aims to identify effective and

ineffective behaviors of leaders and their interaction in different cultures and environments. Six

leadership behaviors are used to analyze the behavior of managers in a different culture. So the

project is in a deep relationship with leadership and culture. Six leadership behaviors are

involved in GLOBE that is charismatic, team-oriented, participative, humane-oriented,

autonomous, and self or group protective behaviors.

Charismatic behavior

Charismatic type identifies the extent to which leaders can motivate and inspire their

subordinates. Leaders with such type of behavior expect the best performance from their

subordinates.

Team-oriented behavior

This dimension identifies the behavior of a leader in building and maintaining a high

performing team. Leaders that possess high team-oriented behavior are capable of sustaining a

high performing team because they believe that teamwork is the secret of success.

Participative behavior

This factor identifies the extent to which leaders involve their subordinates in the

decision-making process. It identifies to what extent a leader motivates his subordinate to take

part in decision making roles.

Humane-oriented behavior

This factor reflects the compassion and generosity of leaders towards their employees.

Fair traits and fair behavior of leaders with their subordinates are identified in hi dimension.

Autonomous behavior

This type identifies that to which extent a leader regards individualistic and independent

behavior. This trait is opposite to participative behavior because leaders with this trait regard

independence in their activities.

Self or group protective behavior

This type of behavior reflects the protective nature of a leader. Leaders with such type of

behavior always strive to keep themselves safe and their teams protected. Leaders with this trait

always strive to secure the image or reputation of their company. They are always concerned

about their status in the industry (Northouse, 2019).

Hofstede’s cultural dimensions

Hofstede's cultural dimensions help leaders to understand cultural differences. Hofstede

researched different people and identified six dimensions that help in spotting differences among

different cultures. Dimensions of this model include power distance, the culture of individualism

or collectivism, way of dealing with uncertainty, the degree to regard masculinity or femininity,

and future orientation. Power distance reflects the share of authority among employees and the

centralization of power to leaders. The high power index shows that power belongs to bosses and

the low power index means employees are allowed to manage their lives in the firm. Uncertainty

avoidance reflects the degree to which a company is open to uncertainty. Individualism and
collectivism reflect the degree to which a firm is open to teamwork or individual performance.

For future orientation long term or short term, orientation is identified. It reflects the degree to

which a society values the long term. Masculinity and femininity reflect the extent to which

societies place importance on fairness, altruism, and caring (Phuong-Mai, 2015).

GLOBE and Hofstede's cultural dimensions; Development of effective organizations

GLOBE and Hofstede's cultural dimensions are utilized in organizations to understand

the culture and cultural differences in different companies. These two models contribute to the

development of effective organizations. With the help of these models, companies can better

develop an environment with diverse culture. Hofstede’s cultural dimensions help organizations

to identify differences in cultures according to their shared goals. Differences about cultures are

identified and assistance regarding the management of those differences is also rewarded by

Hofstede's model. It describes ruling and direction activities practiced in a firm. Differences are

identified based on power distance, the culture of individualism or collectivism, the way of

dealing with uncertainty, the degree to regard masculinity or femininity, and future orientation.

This model helps in identifying differences in affirm based on these dimensions and it is also

identified which company is performing better and which culture is tied with growth. It enables

leaders to communicate or interact with employees in different ways and make a firm diverse

and effective (Xiumei & Jinying, 2011).

GLOBW enables leaders to get about the traits of other leaders and their behavior. The

behavior of leaders in their firms is analyzed and its influence of their behavior on employee

performance and ultimately organizational performance is also analyzed. Consequently, the

impact of employee leaders' behavior on organizational performance and their outcomes are

assessed and the best traits are supposed to be adopted by leaders.

Conclusions

It is concluded that the GLOBE and Hofstede's cultural dimensions help organizations in

developing sustainable practices. GLOBE stands for global leadership and organizational

behavior effectiveness. It is a second cultural framework and similar to Hofstede's cultural

dimensions. GLOBE has given employees a lens that helps them know about cross-cultural

situational and enables them to deal with those situations effectively. Hofstede's cultural

dimensions help leaders to understand cultural differences based on six dimensions.

References

Effectiveness, O. B., & Publications, S. (2004). The GLOBE Project's Definition of Leadership

Introductory Overview of the GLOBE Research Effort The Ten " Societal Clusters " and

Number of Societies in Each GLOBE's Standards for Measurement : Nine Cultural

Dimensions The Nine Units of Measurement or. 1999, 1–2.

Northouse, P. G. (2019). Leadership and Practice (eighteenth).

https://www.dropbox.com/s/i4gxffz4emukvoq/Peter_G__Northouse_Leadership__T

%286%29.pdf?dl=0

Phuong-Mai, N. (2015). Hofstede’s five value dimensions of culture. CCA Course, 1–19.

Xiumei, S., & Jinying, W. (2011). Cultural Distance between China and the US across the

GLOBE Model and Hofstede Model. International Business and Management, 2(1), 11–17.