CROSS-CULTURAL INTERACTIONS AND LEADERSHIP BEHAVIOUR
Keywords:
Behaviour, Culture, Globalization, LeadershipAbstract
Globalization has created the need for leaders to become competent in cross-cultural awareness and practice. Culture is dynamic and transmitted to others. Adler and Bartholomew (1992) contend that global leaders need to develop five cross-cultural competencies. In short, culture is the way of life, customs, and script of a group of people (Gudykunst & Ting-Toomey, 1988). A culture provides people with a set of values and assumptive beliefs as well as implicit inferences about how the world operates, which enable them to find meaning in and make sense of the events of their lives (Janof –Bulman 1989; Lakoff and Johnson 1980). There are two concepts which are closely related to culture and leadership: ethnocentrism and prejudice and have an impact on how leaders influence others. Hofstede identified five major dimensions on which cultures differ: power distance, uncertainty avoidance, individualism–collectivism, masculinity–femininity, and longterm– short-term orientation. Business Culture differs from country to country. Even according to implicit leadership theory, individuals have implicit beliefs and convictions about the attributes and beliefs that distinguish leaders from non-leaders and effective leaders from ineffective leaders. From the perspective of this theory, leadership is in the eye of the beholder (Dorfman, Hanges, & Brodbeck, 2004). House & Javidan (2004) identified six global leadership behaviors: charismatic/ value based, team oriented, participative, humane oriented, autonomous, and self-protective.
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