Globe what kind of leader are you

You need to have an operating plan first, he says, so you can watch for factors that would prevent you from meeting your goals as a buyer. It can help you prepare messages and visuals for a presentation in the same way you might use sticky notes on a whiteboard. Dave Paradi's PowerPoint Blog. Harvey Schachter is a Battersea, Ont. He writes Monday Morning Manager and management book reviews for the print edition of Report on Business and an online work-life column Balance. E-mail Harvey Schachter.

Report an error. Editorial code of conduct. Performance Orientation. Leadership Behavior and Culture Clusters. Universally Desirable and Undesirable Leadership Attributes. Humane Orientation "Humane orientation" is defined as "the degree to which an organization or society encourages and rewards individuals for being fair, altruistic, friendly, generous, caring, and kind to others" House et al, ,p. The interests of others are important.

People are motivated primarily by a need for belonging and affiliation. Members of society are responsible for promoting the well-being of others. While the Hofstede framework was developed in the s, the GLOBE project developed in the s is a more recent attempt to understand cultural dimensions. The GLOBE project involves researchers from over 60 countries who collected data on 17, managers from 62 countries around the world.

The only two cultural dimensions unique to the GLOBE project are performance orientation degree to which societies emphasize performance and achievement and humane orientation extent to which societies places importance on fairness, altruism, and caring. Similar to Hofstede, the GLOBE researchers categorized countries into clusters of countries with similar cultural characteristics.

This categorization provides a convenient way to summarize cultural information for a larger number of countries and simplifies the task of the international manager attempting to manage effectively in countries within clusters.

Because the clusters include societies with similar cultural profiles, similar cultural adaptations can be made. Although the GLOBE study identified ten clusters, we will discuss only the seven clusters most relevant for international managers: the Anglo cluster, the Confucian Asia cluster, the Germanic Europe cluster, the Nordic Europe cluster, the Latin America cluster, the Middle East cluster, and the sub-Saharan cluster.

Figure shows these various clusters and the countries in each cluster. To compare how the different clusters rate different forms of leadership, the GLOBE researchers considered six leadership profiles:. Figure shows how the various clusters rank these leadership types. Figure provides further insights to understand how cultural differences affect preferences for leadership styles.

Consider, for example, the Nordic Europe cluster, including Scandinavian countries such as Denmark, Finland, and Sweden. These countries have low levels of masculinity, low levels of power, and high individualism. It is therefore not surprising to see that individuals in such societies prefer leaders who are more charismatic and who demonstrate participative leadership tendencies.

The least preferred style for this cluster is the self-protective leader, which is more representative of individualist cultures. Countries in the Latin American cluster which includes some of the emerging markets of Argentina, Mexico, and Brazil tend to be more collective, have high power distance, and have high uncertainty avoidance.

It is therefore not surprising that leaders who are successful in this cluster are those who make decisions collectively, who treat their subordinates with formality, and who display charisma. The countries in the Middle East cluster which includes countries such as Egypt, Morocco, and Turkey tend to score high on uncertainty avoidance, high on collectivism, and medium on power distance. As a result, because of the high levels of uncertainty avoidance, subordinates are often reluctant to make decisions that involve risk, thereby explaining the high ranking for autonomous leadership style.

Thus, it is not surprising that the Middle East cluster prefers leaders who are less participative. Furthermore, the preferred leadership style in this cluster behaves in a collective manner and tries to maintain harmony because of the high level of collectivism.

Although there are cultural differences between clusters, it is important to see that the clusters do share some similarities. For example, the charismatic leadership style is preferred in all clusters except the Middle East cluster.

In addition, Figure shows that the humane-oriented leadership style is preferred in all but the Nordic Europe cluster.