By Wim den Dekker
Examining the significance of cultural attitudes on human source practices, this e-book addresses an immense, yet frequently missed point of cross-cultural management. First delivering an summary of globalization tactics and an outline of the worldwide attitude notion, the writer discusses how the frame of mind of a supervisor can effect cross-cultural management habit and behavioral intentions. Global frame of mind and Cross-Cultural habit: enhancing management Effectiveness indicates how an intercultural and worldwide procedure improves managerial attitudes in the direction of assorted cultural values, intercultural interactions and motivation. utilizing a behavioral intentions version to supply a device for predicting cross-cultural management habit, the writer demonstrates how this is often utilized to human source approach and perform.
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Extra info for Global Mindset and Cross-Cultural Behavior: Improving Leadership Effectiveness
Expectations of followers regarding their leader may diﬀer considerably and are often also determined by the followers’ cultural values. Followers with cultural values related to collectivist cultures expect their 2 Leading in the Global Business Environment 35 leaders to share information and to involve them in the decision-making process. Followers with backgrounds in egalitarian cultures expect their leader to be team-oriented as well. Bass (1990) identiﬁes four transformational leadership behaviors that are considered as culturally endorsed: (1) idealized inﬂuence, which refers to followers’ trust and willingness to share complete faith in the leader, (2) inspirational motivation, which addresses leaders’ ability to inspire and motivate followers, (3) individualized consideration, which involves personal attention to employees and a genuine concern for their needs, and (4) intellectual stimulation, which refers to leaders’ abilities to stimulate followers to become innovative and creative.
In cultures that foster hierarchical relationships, people in high positions are treated with formality and respect. Senior managers may have an authoritative leadership style that is acceptable because of the social ranking and personal background of the manager, such as age, 26 Global Mindset and Cross-Cultural Behavior family, education, and so on. Authority is based on status. In meetings, people will not talk when someone with a higher hierarchical status is present. Decisions are made by managers without consulting subordinates.
In contrast, people from high-context cultures which favor indirect communication bring messages which are implicit, more subtle, and may include other hidden messages that the receiver is required to notice. In these cultures, an elegant use of language is important to formulate layered messages appropriately. Body language plays an important role. Facial gestures, use of touch, and use of silence in meetings all have their meanings. The international language may be English, but that does not mean it is universally understood.
Global Mindset and Cross-Cultural Behavior: Improving Leadership Effectiveness by Wim den Dekker