Abstract
This chapter addresses the issues regarding leadership. It is well noted through the examination of literature that various places have different cultures. This informs the leadership style adopted. The qualities of a good leader are people skills, good judgment, as well as integrity. Cultures differ in their implicitness regarding culture. The behavioral tendencies and leadership style can be an asset or a weakness depending on the context of the culture. Good leadership therefore is an asset in differing places. Through literature review, it is thus brought to light that the various regions have different cultural settings that are important for the application of leadership practice that could boost business performance consequentially. There is also the impact of national culture on the organization's culture and therefore the action of leaders in dealing with any discrepancies in their action can be a benefit to the business establishment.
TopIntroduction
Leadership has an orientation with being a leader. This understanding is well noted for example in an entrepreneurial setting of an organisation. There is a prototype manager in the founding of an organisation. Such a person is expected to have an influence on the organisation’s operation from the start. Leadership is a phenomenon that is common in various spheres of the globe.
The founding processes as described by Schein (2004) are important. These include: Whatever the leader considers of importance and specifically gives regard to and can be taken by measurement with control will often have an influence on the people in that particular working environment. The leaders’ reaction to crises or circumstances acting as a precedent of how others would react in circumstances that are similar. During resource allocation, a leader’s prioritization is important. Exemplary display of a leader is significant in that it reinforces behaviours and values that are desirable. The leader’s criteria in allocating status and rewards and more so in reinforcing behaviours that are desired are important in organizational setting.
Lastly the selection, promotion, recruitment as well dismissal criteria is of significance and needs to be underscored. Once the pioneers of companies or organisations stand back, the organisation starts to develop its own new culture (Browaeys & Price, 2011). In the pioneering work of the founder, there is a possibility that some routines could have been established and such routines are difficult to break when environmental dynamism dictates so. Leadership is seen as a way one does influence others in achieving organisational goals (Jones & George, 2018). The next section addresses the definitions of leadership thus giving direction to this presentation.
Key Terms in this Chapter
National Culture: Refers to a set of behaviors, norms, customs, and beliefs in a sovereign nation’s population. International companies normally develop management in conjunction with the national culture.
Diversities of Cultural Variations: Is the quality of diverse cultures as opposed to monoculture. There is respect of each other’s culture in the process.
Contextual: This depends or relates to the circumstances that form the setting of the event.
Collectivist: Refers to a principle where group priorities take precedence over individual priorities.
Environmental Dynamism: Is the rate at which the consumers’ preferences and organizational products change over time, devoid of patterns as well as regularities that is unpredictably.
Prototype Manager: This means the employee has the characteristics to be developed as a manager and does act like one.
Conducive Environment: Providing conditions for something that is right to happen.
National Cultural Diversity: These in particular do not define individual personalities but instead give group level dimensions of national averages applicable to the entire population’s culture.
Organizational Competence: A term common in the performance management environment for many years. It would particularly refer to a universe of employee skills that the organization needs to achieve its goals.
Situational: This relates to or depends on a set of circumstances.