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Leadership Styles in Multicultural Work Environment

Various Leadership Styles and their Effectiveness from a Multicultural Perspective

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Leadership Styles in Multicultural Work Environment

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  1. Leadership Styles and Their Effectiveness in a Multicultural Work Environment Linda Sheppard, Sheronda Smith, Shonte Taylor, SalmaTheus, Kathie Trotter

  2. Introduction

  3. Authoritative Leadership Style • An authoritative leadership style also known as autocratic or commanding style refers to when the individual who makes the prime decisions about a group, a company, an organization or a country, is the central decision maker, who has authority and demands mission accomplishment without counting on input from their followers.

  4. A famous theorist that proven the impact of authority in normal human being is Milgram (1974) who found that human have two possible acts, their own, or on behalf of others or authority (Masters, 2009). Like all leadership styles, authoritative leadership style requires obedience.

  5. For the sake of satisfying certain psychological needs like the need to be right or the need to be liked, human being blindly would obey to leaders they trust or found fair regardless of whether they share the same cultural values or not (Van Dijke, De Cremer & Mayer, 2010).

  6. Multicultural Advantages

  7. Multicultural Disadvantage

  8. Examples

  9. Coercive Leadership Style

  10. Multicultural Advantages

  11. Multicultural Disadvantages

  12. Examples

  13. Democratic Leadership Style

  14. Multicultural Advantages

  15. Multicultural Disadvantages

  16. Examples

  17. Coaching Leadership Style

  18. Multicultural Advantage

  19. Multicultural Disadvantages

  20. Examples

  21. Pacesetting Leadership Style

  22. Multicultural Advantages

  23. Multicultural Disadvantages

  24. Examples

  25. Affiliate Leadership Style

  26. Multicultural Advantages

  27. Multicultural Disadvantages

  28. Examples

  29. Conclusion

  30. References • Anonymous (2011) List of Good Things Muammar Gaddafi Done for The People of Libya. Retrieved from • http://expertscolumn.com/content/list-good-things-muammar-gaddafi-done-people-libya • Blass, T. (2009). From New Haven to Santa Clara: A historical perspective on the Milgram obedience experiments. • American Psychologist, 64(1), 37-45. doi:10.1037/a0014434 • Braine, L. G., Pomerantz, E., Lorber, D., & Krantz, D. H. (1991). Conflicts with authority: Children's feelings, • actions, and justifications. Developmental Psychology, 27(5), 829-840. doi:10.1037/0012-1649.27.5.829 • Goret, M., Zega. A., Voss. L. & Fawcett-Hammalian, G. (1998) Stanley Milgram (1933 – 1984), Retrieved from • http://mikeg531.tripod.com/MikeG531.htm • John,B. R.(2002) New Era in American-Libyan Relations, Middle East Policy, vol. IX, NO. 3, Retrieved from Political • Science Complete Jun.2012 • Laura, M., & Turiel, E. (1993). Children's concepts of authority and social contexts. Journal of Educational • Psychology, 85(1), 191-197. doi:10.1037/0022-0663.85.1.191 • Masters, K. S. (2009). Milgram, stress research, and the Institutional Review Board. American Psychologist, 64(7), • 621-622. doi:10.1037/a0017110 • Nissani, M. (1990). A cognitive reinterpretation of Stanley Milgram's observations on obedience to authority. • American Psychologist, 45(12), 1384-1385. doi:10.1037/0003-066X.45.12.1384 • Robbins, S. & Judge, T. (2009). Organizational behavior, 13th Ed. Upper Saddle River, NJ: Prentice Hall. • Van Dijke, M., De Cremer, D., & Mayer, D. M. (2010). The role of authority power in explaining procedural fairness effects. Journal of • Applied Psychology, 95(3), 488-502. doi:10.1037/a0018921

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