Essay on Culture : Culture And Leadership

Essay on Culture : Culture And Leadership

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Culture influences leadership. Culture and leadership are two sides of the same coin. Our culture shapes the image of the ideal of an organization. The leaders first start the process of culture creation when they create group organization. After culture exists it determine the criteria for leadership. Cultural groups vary in their conceptions of what is important for effective leadership (Schein, 2010). Culture influences the personality traits and work values of leaders and followers in an organization. Leader’s interaction between individuals and their environment shape the personality. Culture determines the actual pattern of leadership behaviors in an organization. Cultural values and norms likely influence the attitudes and behaviors of leaders in ways unconscious to them. Cultural values reflect societal norms in the relationships between individuals. These norms specify acceptable forms of leadership behaviors (Schein, 2010).
In addition, leaders in the early 21st century need to look at the world with a local–global perspective and develop products and strategies that work within as well as across borders. Today, the forces of globalization are drawing all cultures into a virtual and time-independent global business zone. Corporate executives need to develop business and leadership characteristics that are effective outside of their own national boundaries. Cultural difference is the significant and troublesome variables for multinational businesses to solve. Each culture views the world differently; managerial practices that are effective in one culture may be ineffective in another (Schein, 2010).
Important elements of organizational culture
Culture defines leadership. Organization learning and development, and planne...


... middle of paper ...


... and malleable and one cannot make a universal statement about human nature, instead, one must be prepared for human variability. Variability reflects changes in the life cycle in that motives may change and grow as one mature; and changes in social conditions in that one is capable of learning new motives as may be required by new situations.
Management strategies and practices reflect those assumptions such as incentive and control systems that are built on assumptions about human nature. Inconsistent practices and confusion will result if the managers of the organization do not reveal those assumptions (Schein, 2010).
One can only make statements about elements of culture, not culture in its entirety. Schein recommends for inquiry about culture as recursive, clinical approach that is similar to a healing relation between a therapist and a patient (Schein, 2010).

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