The specific activities that must be carried out, the aims and objectives that must be reached, and the available resources and employees are just a few examples of the content of a leadership position. Context, on the other hand, refers to the broader environment in which the leadership issue occurs (Ahmad & Cheng, 2018). Context may include elements like the organization’s culture, the competitive climate, and outside factors that could affect the ability of the organization to fulfill its goals.
Cross-cultural leadership involves several extra elements compared to leading inside a single culture. Language, communication methods, social conventions, values, and beliefs can all be examples. Additionally, there could be variations in decision-making procedures, problem-solving techniques, and perspectives on what makes effective leadership (Sertel et al., 2022). Cross-cultural leaders must be aware of and sensitive to these variations to be effective.
A broad, inclusive perspective and a knowledge of cultural variations are characteristics of a global mindset, a method of thinking and tackling challenges. A grasp of the larger global environment and the effects of cultural variations on business and recognize the value in other ideas and approaches, are some of the critical components of a global mindset (Lin, Cao, & Cottam, 2021). The capacity to act and think strategically, emphasizing long-term objectives and knowledge of potential global effects of actions is also open mindset.
In contingency leadership theory, the best approach will depend on the particular circumstance. People may react differently to various leadership styles depending on their culture’s values, beliefs, and customs (Bucher, 2014). For instance, a more authoritarian leadership style might be more effective in some cultures, while a more participative style might be more effective in others. Cultural differences may also influence leaders’ decision-making, communication, and motivational styles.
The four facets of culture identified by Hofstede can shed light on how leaders and followers interact globally. For instance, followers may be more inclined to accept a hierarchical power structure and to show deference to their superiors in a society with a high level of power distance (Darmawati & Herlina, 2019). Subordinates may be more willing to seek advice from their superiors and appreciate stability and predictability in a culture with high uncertainty avoidance.
References
Ahmad, A. B., & Cheng, Z. (2018). The role of change content, context, process, and leadership in understanding employees’ commitment to change: The case of public organizations in Kurdistan region of Iraq. Public Personnel Management, 47(2), 195-216. Web.
Bucher, R. D. (2014). Diversity consciousness: Opening our minds to people, cultures, and opportunities. Prentice Hall.
Darmawati, B., & Herlina, A. (2019). Bugis Cultural Taxonomy: An Overview of Hofstede’s Cultural Dimension. In 6th International Conference on Community Development (ICCD, 2019) (pp. 108-110). Atlantis Press. Web.
Lin, Z., Cao, X., & Cottam, E. (2021). International networking and knowledge acquisition of Chinese SMEs: The role of global mindset and international entrepreneurial orientation. In Entrepreneurship in China (pp. 97-113). Routledge. Web.
Sertel, G., Karadag, E., & Ergin-Kocatürk, H. (2022). Effects of leadership on performance: A cross-cultural meta-analysis. International Journal of Cross-Cultural Management, 22(1), 59-82. Web.