CROSS CULTURE LEADERSHIP

Cross Culture:
The interaction of people from different background on the business world. Cross-cultural is a vital issue is international business, as the success of international trade depends upon the smooth international of employs from different cultures and regions. Cross-cultural can be experienced by as employee who is transferred to a location is another country. The employs must learn the language and culture of those around him and vice-versa.

Different culture and religion in Singapore: PAKISTAN

INDIA

USA

Leadership:

Leading in establish direction and influencing other top follow that direction. Leadership has many variations and different areas of emphasis. Leadership is the notion that leaders as individual who by their action facilitate the movement of group of people toward a common shared goal. This shows that leadership is an influence process.

Culture And Leadership:

In the leadership literature, there is a lack of consensus over how to define and refer to crosscultural leadership. In the GLOBE study, researchers dont specifically define cross-cultural leadership; rather they outline it in two components; organizational leadership and culture. The authors describe organizational leadership as the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members. The authors note that there is no universal definition for culture, but GLOBEs definition includes shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives and are transmitted across age generations

INTERCULTURAL MANAGEMENT: LEADERSHIP AMONG DIFFERENT COUNTRIES:

The art of communication is the language of leadership Today's businesses are complex entities. However, one fundamental principle of success remains constant - the need for communication. Communication manifests in various forms, both verbal and non-verbal. One area of increasing concern for businesses is how to nurture and maintain effective intercultural communication between employees. As workforces become in creasingly multicultural and businesses continue to expand overseas, the homogenous work force has become a thing of the past. The cultural diversity of businesses necessitates that internal communication now takes note of the intercultural element if it is to be truly effective. Management today have to ensure that they are understanding and being understood across cultural boundaries. The following ten tips on intercultural management are meant to provide a starting point to managers dealing with culturally diverse teams.

International Journal of Cross Cultural

Management
The International Journal of Cross Cultural Management (IJCCM) aims to provide a specialized academic medium and main reference for the encouragement and dissemination of research on cross cultural aspects of management, work and organization. This includes both original qualitative and quantitative empirical work as well as theoretical and conceptual work which adds to the understanding of management across cultures.

Impact of cross culture leadership in different cities of singapore

LEADERSHIP ACROSS DIFFERENT CULTURES:

The ear of the leader must ring with the voices of the people. Woodrow Wilson With the march of globalization and internationalization growing louder and stronger, few successful businesses can now escape the need to work across cultures. Todays leaders need to be adept at leading and managing people of different cultures; they need to listen to the voices of the people as well as understand what those voices may actually be telling them. This in essence is the crux of the challenge; when people perceive the world, communicate and view their leaders in different ways, the leaders ears may be ringing with misunderstood messages. The leader will come across cultural issues in many different guises.

MAJOR PURPOSE OF CROSS CULTURE

LEDERSHIP:
Cross-cultural psychology attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Todays international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures. It cannot be assumed that a manager who is successful in one country will be successful in another.

Leadership Styles Across Cultures:

Paternalistic Leadership: Paternalistic leadership combines strong discipline and authority with fatherly benevolence and moral integrity couched in a personalistic atmosphere. Paternalistic leadership is composed of three main elements: authoritarianism, benevolence, and moral leadership. At its roots, paternalistic leadership refers to a hierarchical relationship in which the leader takes personal interest in the workers professional and personal lives in a manner resembling a parent, and expects loyalty and respect in return. A great deal of research has been conducted on the prevalence of this leadership style in nonWestern business organizations, indicating the prevalence of paternalistic leadership in countries like China and Taiwan. However, considerably less research has been done on whether paternalistic leadership exists in Western cultures. Recently, there has been an increase in the amount of attention placed on paternalistic leadership in non-Western cultures. Although it is a relatively new area of focus in leadership research, evidence has been found supporting the relationship between paternalism and positive work attitudes in numerous cultures, including the Middle East, Latin America, and Pacific Asia. In a recent study, Pellegrini, Scandura, and Jayaraman (2010) examined paternalism in the Western business context and found that paternalistic leadership was positively associated with job satisfaction in India, but not in the United States. In both Indian and United States cultures, paternalistic leadership was positively related to leader-member exchange and organizational commitment.

Transformational & Transactional Leadership: In addition to paternalistic leadership, other well-known leadership styles include transformational leadership and transactional leadership. Transformational leadership is loosely defined as a charismatic leadership style that rallies subordinates around a common goal with enthusiasm and support. Transactional leadership is characterized by a give and take relationship using rewards as an incentive. These concepts were introduced by Bass (1985) and have been updated and studied throughout the years, claiming the transferability of these types of leadership styles across cultures. Shahin and Wright (2004) decided to test this theory in Egypt, an emerging market that had yet to be studied. In a questionnaire study of employees at 10 different banks, responses indicated that only 3 of the 7 factors that were found in the ideal leadership style in Egypt corresponded with the US factors. The other 4 were unique to Egypt or perhaps the Middle East in general. These results indicate an inability to assume that transactional and transformational leadership will succeed in non-western cultures. In a study of transactional and transformational leadership in China and Australia, results indicated that transformational leadership significantly predicted performance and trust in the Australian population, while only predicting trust, and not performance in the Chinese population. Transactional leadership did not predict trust or performance in either population. This is another indication that these theories may not be as universal as proposed. In opposition to the above findings, Walumbwa, Lawler, and Avolio (2007) compared data from China, India, Kenya, and the U.S. and found a strong presence of transformational and/or transactional leadership in these countries. Allocentrists, similar to collectivists, respond more positively to transformational leadership because they unite individuals around a common goal. Idiocentrists, essentially individuals found in individualistic cultures, are more amenable to transactional leaders who reward individuals for hard work and success and less amenable to leaders who encourage group work and reduce individual identity. Although these leadership styles are not appropriate in every country, this study shows that as long as the appropriate style of leadership (either transactional or transformational) is used in the correct country, followers will respond positively. Further studies should be conducted for consensus.

Barriers to cross-cultural relations:

There are several factors that create problems in developing smooth cross-

cultural relations, including communication problems. In this lesson we will focus on those barriers or handicaps which become hindrance in the way of developing better interpersonal cross-cultural relationships. A. Perceptual Expectations B. Ethnocentrism C. Intergroup Rather than Interpersonal Relationships D. Stereotypes in Intergroup Relations E. Different Norms and Codes of Conduct F. Unintentional Micro-Inequities (use of thumb for OK) A. Perceptual Expectations: Different people perceive differently the same phenomenon or concept. It is said that perceptions are more important than reality. Perception is the way of explaining things. We should realize the importance of acceptance of varied perceptions in improving cross cultural relations. It does not mean that we try to change the perceptions of others rather we should develop the skill of accepting their perceptions. Achieving good cross-cultural relations is hampered by people's predisposition to discriminate. They do so as a perceptual shortcut, much like stereotyping. Yet we have to overcome this form of discrimination to enhance cross-cultural relations. B. Ethnocentrism: It is quite natural that every individual perceive that his/her values, beliefs, culture, and norms are superior to that of others. This is called ethnocentrism. It is a key barrier to good cross-cultural relations. The assumption that the ways of one's culture are the best ways of doing things can be called ethnocentrism. Many cultures consider themselves to be at the center of the world. One consequence of ethnocentrism is that people from one culture prefer people from cultures similar to themselves (with several key exceptions). C. Intergroup Rather than Interpersonal Relationships:

Giving preference to intergroup relations over interpersonal relations is also a hindrance in good cross- cultural relations. In intergroup relations, we pay attention only to the group membership of the person. In interpersonal relations, we pay attention to a person's individual characteristics. We should remember that every individual is different from others. Therefore we should focus on characteristics of individuals in the group rather than a group as a whole. D. Stereotypes in Intergroup Relations: We should avoid preconceived ideas or notions about a particular group that work as a barrier in generating positive feelings about a group. As a result of tereotypes, people overestimate the probability that a given member of a group will have an attribute of his/her category. People tend to select information that fits the stereotype and reject inconsistent information. E. Different Norms and Codes of Conduct: We should learn to appreciate the diversity and learn to give acceptance to others' way of doing things. Various cultural groups have norms of their own, such as in some countries men walk ahead of women. Also, what is permissible conduct in one group may be frowned upon and even punished in another group. At times, we may make the mistake that others are similar to us and then become confused when they act differently than our expectations. F. Unintentional Micro-Inequities: A micro-inequity is a small semi-conscious message we send with a powerful impact on the receiver. Understanding micro-inequities can lead to changes in one-on-one relationships that may profoundly irritate

Strategies to improve cross-cultural relations :

Here we take a systematic look at approaches people can use on their own along with training programs designed to improve cross-cultural relations. A. Develop Cultural Sensitivity

B. Focus on Individuals Rather than Groups C. Respect all Workers and Cultures D. Value Cultural Differences E. Minimize Cultural Bloopers/embarrassments F. Participate in Cultural Training G. Foreign language training H. Diversity training A. Develop Cultural Sensitivity: To relate well to someone from a foreign country, a person must be alert to possible cultural differences. Cultural sensitivity is an awareness of and a willingness to investigate the reasons why people of another culture act as they do. A person with cultural sensitivity will recognize certain nuances in customs that will help build better relationships from cultural backgrounds other than his or her own. Raise your antenna and observe carefully what others are doing. B. Focus on Individuals Rather than Groups: Get to know the individual rather than relying exclusively on an understanding of his/her cultural group. Instead of generalizing about the other person's characteristics and values, get to know his or her personal style. C. Respect all Workers and Cultures: An effective strategy for achieving cross-cultural understanding is to simply respect all others in the workplace, including their cultures. An important component of respect is to believe that although another person's culture is different than yours, it is equally good. Respect can translate into specific attitudes, such as respecting a co-worker for wearing an African costume to celebrate Kwanza. Also, respect the rights of majorities. D. Value Cultural Differences:

Recognizing cultural differences is an excellent starting point in becoming a multicultural worker, one who can work effectively with people of different cultures. f you place a high value on cultural differences, you will perceive people from other cultures to be different but equally good. You cannot motivate someone of another culture until that person first accepts you. A multilingual sales representative has the ability to explain the advantages of a product in another language. In contrast, a multicultural sales rep can motivate foreigners to make the purchase. E. Minimize Cultural Bloopers/mistakes/embarrassments: An effective way of being culturally sensitive is to minimize actions that are likely to offend people from another culture based on their values. Cultural bloopers are most likely to take place when visiting another country, yet can also take place in one's own country. E-commerce has created new opportunities for creating cultural bloopers. Bloopers must be avoided because being able to communicate your message directly in your customer's mother tongue provides a competitive advantage. F. Participate in Cultural Training: A method chosen frequently for preparing overseas workers is cultural training, a set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another culture.