Bus211G Global Leadership - Cultural Assessment Answers
Answer
Introduction
This project focuses on the global leadership that influences the attitudes, behaviours and thoughts of the people all around the globe in work. They are mainly for achieving a common goal and objective. Global leaders create impacts on the lives of people by bringing positive changes in their lives. Global leadership helps in leading people and helping them by inspiring or changing their thoughts.
1. Four cultural models and their effects on Leadership
Power Culture
It is a model of culture that attracts the people or organisations towards it. If an organisation has this culture then it has the ability to respond faster for any events and the organisation is always ready to take risk. As stated by Mendenhall (2017), the leaders of the organisation having power culture are always be excited and motivated for the work and they are always ready to move forward in order to make their organisation effective.
Role Culture
As a model of culture of an organisation, it helps the organisation as well as the employees to follow the rules and regulations at every situation. In accordance to Kingah & Quiliconi (2016), organisation having this culture has strong roles and functions to maintain. This culture keeps the employees and leaders disciplined and they always complete their work on time.
Task Culture
It is basically for the organisation adopting structural design based on the projector matrix. It depends on group of people or team in order to make the results effective. As commented by Rosenbach (2018), this culture increases the leadership quality as they have to complete the task within time so that the organisation can complete the project to make profit.
Support or Person Culture
It is the culture of the organisation in which everyone is focused in order to enhance the skill. As stated by Gehrke & Claes (2014), this culture is not applied in many organisations. In this culture, task is provided according to the skill of people. This culture helps in choosing leaders as individual is focused by the managers.
2. Definition of Leaders and their effectiveness on the basis of cultural values of Globe findings, Trompenaars and Hofstede
As per Hofstede cultural model, cultural values are time sensitive and it gets affected by other external factors. In accordance to Western & Garcia (2018), the leaders must be aware and acknowledged about the culture of host country as well as global cultural. As per Hofstede model, both long-term orientation and short-term orientation are unpredictable. This will help the leaders to understand different nationality. According to this model, different cultures offer different leadership style.
On the other hand, GLOBE findings have extended Hofstede's definition for leaders. As every culture has different leadership theory, every leader must be flexible towards other culture while operating business on international borders. As stated by Reiche, Stahl, Mendenhall & Oddou (2016), GLOBE findings tell that globalisation has become one of constructive element of the commonalities as the economic interaction has risen at the point of exponential rates. It has been observed that charismatic leadership style is capable of meeting the human requirements in global market. On the other hand, GLOBE finding has identified that transformational leadership is popular among nations for its deep-rooted attributes of ethical values.
As per Trompenaars cultural dimension, the leadership approach differs with different cultures. The global leaders must be aware of changes and moral values of different culture to understand the people of other nationalities. Leadership style must be changed as per values, situation and behaviour.
3. Ways of making an organisation multicultural
By knowing each member of team
In order to make the organization multicultural, it is important for the leader as well as the manager to know about each team member. In accordance to Kitada, Williams & Froholdt (2015), by knowing about every member of team, the leader or the manager can encourage them about their individual skill so that they can know about their skills and knowledge clearly and utilise them in proper way.
Understand the cultural differences of Team
After knowing about each team member, it is also important to know the differences among the team members such as religion, language, region and many things. As stated by Rowley & Ulrich (2016), by knowing about different culture of the team, the organisation is able to make itself a multicultural organisation.
By building personal Bonds
It is also important for the leaders or the managers to make friendship with the employees or team members so that they can understand each other. In accordance to Sharma (2016), the leader can motivate the team members individually if they are having well relationship with each other.
By addressing conflicts immediately
It is also important for a multicultural organisation to address the conflicts among the team members immediately. In accordance to Campbell (2018), people having different culture may have conflicts but if it is solved immediately then the organisation can remain multicultural.
4. Effects of group membership on leadership and leaders
The group members have thorough affect leaders and their leadership style as the as the leaders need to satisfy the requirements of group members. a leader within a group must acknowledge perceived decision as all the decisions must be taken after considering benefit of team members. On the other hand leadership style also get affected due to group members a number of group members require individual attention. As stated by Gehrke & Claes (2014), in participative leadership style, a leader needs to give attention to individual team member. With higher number of team member, leaders won't be able to give equal attention to all the group members or else it will be time-consuming. In order to group members, leaders have to follow autocratic leadership out of choice. This determines that group members ensure change of leadership approach of the leaders due to managerial issue.
5. Obstacles faced by new leadership style in traditional organisation
Immediate Success
A new leader wants immediate success in the organisation. They understand that due to this position they are able to make the organisation more productive. In accordance to Western & Garcia (2018), management also wants that new leader should solve the problem immediately.
Leading former peers
It has been seen that challenges have been faced by a new leader in leading the people who were his peers earlier. As stated by Mendenhall (2017), this also creates conflicts and confusion for the leader due to their old relationship.
Continually improve
A new leader faces challenges in order to improve the performance of the team due to lack of knowledge and experiences. As commented by Rosenbach (2018), bring excitement and motivation within the team is difficult for a new leader.
Hiring the right people
It is difficult for a leader to hire a new team member or to replace the old team member with a new one. As stated by Rowley & Ulrich (2016), they are not able to hire the appropriate team member according to the existing team members.
Balancing the expectations
It is always challenging for a new leader to balance the expectation of both the team as well as the managers. In accordance to Sharma (2016), sometimes, the leader cannot balance the expectations of team members and sometimes he or she cannot balance the expectations of managers.
Conclusion
This assignment focuses on the perspective of global leadership which states that global leaders must modify their leadership approach as per the different cultural values. This will help the global leaders to work in international boundaries. An organisation must be developed with a multicultural perspective to ensure benefits of globalisation. Finally, leaders need to change leadership approach accordance with the requirements of group membership.
References
Campbell, A. H. (Ed.). (2018). Global Leadership Initiatives for Conflict Resolution and Peacebuilding. Hershey, Pennsylvania: IGI Global. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=sX5TDwAAQBAJ&oi=fnd&pg=PR1&dq=GLOBAL+LEADERSHIP+book&ots=sm76gbs6fX&sig=03zpAjKypyrknodQo2hZnQ_zAKc#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Gehrke, B., & Claes, M. T. (Eds.). (2014). Global leadership practices: A cross-cultural management perspective. Basingstoke: Macmillan International Higher Education. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=YUodBQAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=ApBwrN-f-T&sig=I91gD0e37v-i94Jer62xaQ_N7h8#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Kingah, S., & Quiliconi, C. (Eds.). (2016). Global and regional leadership of BRICS countries. Cham, Switzerland: Berlin, Germany: Springer. Retrieved from: https://link.springer.com/book/10.1007%2F978-3-319-22972-0
Kitada, M., Williams, E., & Froholdt, L. L. (Eds.). (2015). Maritime women: global leadership. Berlin, Germany: Springer Berlin Heidelberg. Retrieved from: https://link.springer.com/book/10.1007%2F978-3-662-45385-8
Mendenhall, M. E., Osland, J., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M., & Stahl, G. K. (Eds.). (2017). Global leadership: Research, practice, and development. Abingdon: Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=bUk4DwAAQBAJ&oi=fnd&pg=PT18&dq=GLOBAL+LEADERSHIP&ots=a6DOCwnFfi&sig=58g7_q6iWtQ7lTp48vDlgkRZ5XQ#v=onepage&q=GLOBAL%20LEADERSHIP&f=false
Reiche, B. S., Stahl, G. K., Mendenhall, M. E., & Oddou, G. R. (Eds.). (2016). Readings and cases in international human resource management. Abingdon, U.K: Taylor & Francis. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=KjolDwAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=BZHDG_pVHH&sig=36i2U066YVFVSb3YVpeoYTpaQVg#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Rosenbach, W. E. (2018). Contemporary issues in leadership. Abingdon: Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=fulgDwAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=QvjrG9SvuG&sig=1Kmfsxwoqguecl1OZ6BkqtUYyEs#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Rowley, C., & Ulrich, D. O. (Eds.). (2016). Leadership in the Asia Pacific: A global research perspective. Abingdon: Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=jQcfDAAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=Bth9rIS69P&sig=xqofUgKnlpyEIk51z11JTE1lnXU#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Sharma, D. (Ed.). (2016). The global Hillary: Women's political leadership in cultural contexts. Abingdon: Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=NytqDAAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=dm2ysmeV8f&sig=vJcYWlrf8wVmEDRruLOfBtmp4qw#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
Western, S., & Garcia, É. J. (2018). Global Leadership Perspectives: Insights and Analysis. New Jersey: SAGE. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=v45ODwAAQBAJ&oi=fnd&pg=PP1&dq=GLOBAL+LEADERSHIP+book&ots=4UV2sclZ8i&sig=ZBTvtPZkF7Y5dj9kJ1ZZrDuxcW4#v=onepage&q=GLOBAL%20LEADERSHIP%20book&f=false
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