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Cross-Cultural Leadership

Cross-Cultural Leadership. A case study of Brazil, Russia & South Korea. Agenda. Introduction Methodology Case Study Comparison Conclusion Learning. Russia. Brazil. South Korea. Prediction. What do you think about leaders in our countries? Brazil, Russia, South Korea.

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Cross-Cultural Leadership

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  1. Cross-Cultural Leadership A case study of Brazil, Russia & South Korea

  2. Agenda • Introduction • Methodology • Case Study • Comparison • Conclusion • Learning

  3. Russia

  4. Brazil

  5. South Korea

  6. Prediction What do you think about leaders in our countries? Brazil, Russia, South Korea

  7. Introduction • We chose to write about cross-cultural leadership in Brazil, Russia, and South Korea, because: • during our class discussions we have been intrigued by similarities displayed by our cultures • nobody had compared these countries before • This presentation uses examples from all types of leadership to include political leadership, unlike the paper where we focused on organizational leadership.

  8. Methodology • We relied on the conceptual framework and methods suggested by the GLOBE project. • As defined by the GLOBE project, cultural dimensions are “aspects of a country’s culture that distinguish one society from another and have important managerial implications.” • The GLOBE uses the following 9 cultural dimension: performance orientation; assertiveness; future orientation; humane orientation; institution collectivism; in-group collectivism; gender egalitarianism; power distance; uncertainty avoidance. • The Globe uses also the following 6 leadership dimensions: charismatic; team-oriented; participative; humane; self-protective; autonomous.

  9. Russia (Cont’d) • Traditions • Concentration of power • Collectivism • Orthodox religion • Challenges • Transition • Economy • Society • Politics • Values

  10. Russia • Cultural GLOBE profile: • Strong influence of traditions, eroding old value system, low confidence in future. • Ideal of leader: success at national level • Tarnished reputation for business leaders • GLOBE leadership profile: • An administratively competent (charismatic) manager capable of reacting to rapid changes in an unstable environment and making independent serious decisions related to immediate gains

  11. Confucianism • 충 (忠, Loyalty) • 효 (孝, Filial Piety) • 인 (仁, Humanity) • 예 (禮, Courtesy) • 군자 (君子, Gentlemen)

  12. 삼강오륜 (三綱五倫)the three bonds and the five moral rules in human relations • 삼강(三綱, the three bonds) • 군위신강 (君爲臣綱) – to respect Emperor • 부위자강 (父爲子綱) – to respect Parent (Father) • 부위부강 (夫爲婦綱) – to respect Husband • 오륜(五倫, the five moral rules) • 군신유의 (君臣有義) – sovereign to subject, loyalty & integrity • 부자유친 (父子有親) – parent to child, • 부부유별 (夫婦有別) – husband to wife, differentiation, respect • 장유유서 (長幼有序) – elder to younger sibling, respect, seniority • 붕우유신 (朋友有信) – friend to friend, faith

  13. The most admirable leader BC 2333 918 1418 1545 1938 1946 1961 1988 2002

  14. Brazil Emperor “pai dos pobres” Democracy 1.500 1.822 1.930 to 1.945 1.951 to 1.954 1.990 1.994 2.002 to 2.010 1.970 Visconde de Mauá “tudo acaba em samba…”

  15. Comparison Cultural GLOBE Cultural Dimensions

  16. Comparison Cultural GLOBE Cultural Dimensions

  17. Comparison GLOBE Leadership Dimensions

  18. Conclusion • Our focus during the study was on similarities as we strong belief that pointing similarities can bridge cultural divisions. • We found that the three countries show interesting similarities, especially, the high power distance and the resulting unidirectional communication between leaders and subordinates with employees showing compliance and reluctance to challenge their leaders. • A question that emerged is how difficult it is to assimilate into a culture that is higher or lower in power distance compared to ours.

  19. Learning • What do you think about leaders in our countries? • How your impressions changed after the presentation? • How do you compare your culture with ours? Brazil, Russia, South Korea

  20. References • Ashkanasy, N. M. (2002). Leadership in the Asian century: Lessons from GLOBE. International Journal of OrganisationalBehaviour, 5(3), 150-163. • Den Hartog, D. N., House R. J., Hanges, P. J., Dorfman, P. W., Ruiz-Quintanilla, S. A. et al. (1999). Culture specific and crossculturallygeneralizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219–256. • Gratchev, M. V., Rogovsky, N. G. & Rakitsky, B. V. (2007). Leadership and culture in Russia: The case of transitional economy. In J. S. Chhokar, F. C. Brodbeck, & R. J. House (eds.). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies (pp. 803-831). New York: Routledge. • Javidan, M., Dorfman, P., Sully de Luque, M., & House, R. J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE. Academy of Management Perspective, 20, 67-90.

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