组织领导学（第9版）课件 第十三章 跨文化领导与多元化

LeadershipinOrganizationsNinthEditionChapter13Cross-culturalLeadershipandDiversityCopyright©2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:13.1Understandwhycross-culturalresearchonleadershipisimportant.13.2Understandthedifficultiesofstudyingcross-culturalleadership.13.3Understandhowculturalvaluesarerelatedtoleaderbehavior.13.4Understandtheessentialsforeffectivegloballeadership.13.5Understandhowgenderissueshavebeenstudiedandthelimitationsofthisresearch.13.6Understandthefindingsinresearchongenderdifferencesinleadership.13.7Understandhowtomanagediversityandprovideequalopportunities.IntroductionGlobalizationandchangingdemographicpatternsaremakingitmoreimportantforleaderstounderstandhowtoinfluenceandmanagepeoplewithdifferentvalues,beliefs,andexpectations. Thediversityofpeopleinleadershippositionsisalsoincreasing,andthereisstronginterestinstudyingwhethertheabilitytoprovideeffectiveleadershipisrelatedtoaperson’sgender,age,race,ethnicbackground,nationalorigin,religion,sexualpreference,physicalhandicaps,orphysicalappearance(height,weight,attractiveness).  Cross-culturalandGlobalLeadership(1of2)Inrecentyears,adistinctionhasbeenmadebetweencross-culturalandgloballeadership.Cross-culturalleadershipresearchexaminesthedirectormoderatinginfluenceofcultureonleadershippractices,processes,andeffects.Assuch,itisprimarilyacomparativeapproachthatconsidershowleadershipvaluesandpracticesthatemergeinonecultureapplywithinothercultures.Incontrast,thefieldofgloballeadershipismuchmoreappliedandfocusesonthepracticalchallengesthatconfronttheleadersofmultinationalorganizations.Cross-culturalandGlobalLeadership(2of2)TypesofCross-culturalStudiesCulturalInfluencesonLeadershipBehaviorCross-culturalResearchonBehaviorDifferencesCross-culturalResearchonEffectsofLeaderBehaviorTheGLOBEProjectCulturalValuesandLeadership(1of6)PowerDistanceUncertaintyAvoidanceIndividualism(versusCollectivism)GenderEgalitarianismPerformanceOrientationHumaneOrientationCultureClustersCulturalValuesandLeadership(2of6)Table13.1GLOBECultureClustersEasternEuropeAlbaniaGeorgiaGreeceHungaryKazakhstanPolandRussiaSloveniaLatinAmericaArgentinaBoliviaBrazilColombiaCostaRicaEcuadorElSalvadorGuatemalaMexicoVenezuelaCulturalValuesandLeadership(3of6)Table13.1GLOBECultureClusters(continued)LatinEuropeFranceIsraelItalyPortugalSpainSwitzerland(French)AngloAustraliaCanadaIrelandNewZealandSouthAfrica(white)UnitedKingdomUSANordicEuropeDenmarkFinlandSwedenCulturalValuesandLeadership(4of6)Table13.1GLOBECultureClusters(continued)GermanicEuropeAustriaGermanyNetherlandsSwitzerlandMiddleEastEgyptKuwaitMoroccoQatarTurkeySub-SaharanAfricaNamibiaNigeriaSouthAfrica(black)ZambiaZimbabweCulturalValuesandLeadership(5of6)Table13.1GLOBECultureClusters(continued)ConfucianAsiaChinaHongKongJapanSingaporeSouthKoreaTaiwanSouthernAsiaIndiaIndonesiaIranMalaysiaPhilippinesBasedonGuptaandHanges(2004).CulturalValuesandLeadership(6of6)EvaluationofCross-culturalResearchTable13.2ExamplesofRelevantQuestionsforCross-CulturalResearchHowdoesactualbehaviorofleadersdifferacrossculturalvalueclustersandfordifferentcountries?Howareleadervaluesandbehaviorsjointlyinfluencedbypersonality(anddevelopmentalexperiences),companyculture,andnationalculture?Whattypesofleadershiptraits,skills,anddevelopmentalexperiencesaremostusefultopreparesomeoneforaleadershipassignmentinadifferentculture?Howusefulisthedistinctionbetweenactualandidealculturalvaluesforunderstandingimplicittheoriesofleadershipandpatternsofleadershipbehavior?Whataretheimplicationsforleaderswhenaglobalorganization’svaluesareinconsistentwiththesocialvaluesinsomecountrieswheretheorganizationhasfacilities?Whatisnecessaryforeffectiveleadershipinamulti-nationalteamwithmemberswhodifferintheirculturalvalues?Howfastareculturalvalueschangingindevelopingcountries,andhowaretheculturechangesrelevantforleadership?Howmuchagreementisthereacrosscultureswithregardtotheessentialrequirementsforethicalleadership,andwhatarethepointsofdisagreement?GuidelinesforGlobalLeadershipUnderstandyourglobalemployees.Understandthelayersofcomplexityinyourorganization.Understandyourself.GenderandLeadershipSex-basedDiscriminationTheoriesofMaleAdvantageTheoryofFeminineAdvantageExplanationsfortheGlassCeilingandGlassCliffFindingsinResearchonGenderDifferencesLimitationsofResearchonGenderDifferencesIdentifyingCausesandReducingDiscriminationSummaryofLeaderGenderResearchManagingDiversityandInclusion(1of3)Diversitycantakemanyforms,includingdifferencesinrace,ethnicidentity,age,gender,education,physicalappearance,socio-economiclevel,sexualorientation,anddifferencesassociatedwithaperson'sgeneration(e.g.,millennials). DiversityintheworkforceisincreasingintheUnitedStatesandEurope.ManagingDiversityandInclusion(2of3)FosteringAppreciationandToleranceTable13.3GuidelinesforManagingDiversityandPromotingInclusionTable13.3EncourageToleranceandAppreciationSetanexampleinyourownbehaviorofappreciationfordiversity.Encouragerespectforindividualdifferences.Promoteunderstandingofdifferentvalues,beliefs,andtraditions.Explainthebenefitsofdiversityfortheteamororganization.Encourageandsupportotherswhopromotetoleranceofdiversity.DiscourageIntoleranceandDiscriminationDiscouragetheuseofstereotypestodescribepeople.Identifybiasedbeliefsandroleexpectationsforwomenorminorities.Challengepeoplewhomakeprejudicedcomments.Speakouttoprotestagainstunfairtreatmentbasedonprejudice.Takedisciplinaryactiontostopharassmentofwomenorminorities.ManagingDiversityandInclusion(3of3)Tomakefulluseofthetalentrepresentedbythediversemembersoftheorganization,itisessentialtoeliminateconstraintsthatpreventqualifiedpeoplefromselectionforimportantpositions.Unfairdiscriminationcanbereducedbytheuseofselectioncriteriabasedonrelevantskillsratherthanbiasedconceptions. Theassessmentsusedforselectionandpromotiondecisionswillbemoreaccurateiftherate