Culture and Leadership in Africa (a Conceptual Model)

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    OB & Leadership

    Instructor:

    Ma'am Nosheen Nawaz

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    Atia Rizvi 07

    Atif Rehman 06

    Asma Hameed 05

    Azhar Naeem 08

    Group Members

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    Research Paper

    Culture and leadership in Africa:a Conceptual Model and Research agend

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    Overview

    Introduction Leadership theories Culture and leadership Goal-behavior and outcome model Agenda of further research Conclusion

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    OverviewLEADERSHIPLeading a group of people. To make decision and

    inspire other

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    Culture refers to the cumulative deposit of knowledge, experience, beliefs, values,

    attitudes, meanings, hierarchies, religion, notions of time, roles, concepts of the universe,and material objects and possessions acquired

    by a group of people in the course of generations through individual and group

    striving.

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    Introduction

    Dismal Growth Of Sab Sahara AfricanEconomics

    SituationDescribe As Disaster and

    Tragedy

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    One group of thoughts

    Poor governance

    management ineptitude limited staff motivation Institutional and structural weaknesses limited attention to private enterprise

    development

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    Second Group of thoughts

    weaknesses constitute the most importantreason of poor economic performance

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    African Leaders

    Ineffective Need to develop managerial capacities Poor to meet the demand of the complex globalized eco

    system

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    Worst African Leader

    Muammar al- Qaddafi Robert Mugabe

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    Intellectual capacity

    Training programs

    Remove weaknesses

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    Nelson Mandela

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    Leadership Theories

    Essential Theory Relational theory Critical Theory Constructionist Theory

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    King Abdulaziz

    King Saud Bin AbdulAziz 1373 1384 AH ( 1953 1964 AD) King Faisal Bin AbdulAziz 1384 1395 AH ( 1964 1975 AD )

    King Khaled Bin AbdulAziz 1395 1402 AH ( 1975 1982 AD ) King Fahad Bin AbdulAziz ( The Custodian of the Two HMosques ) 1402 1426 AH ( 1982 2005 AD)

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    Task oriented behavior

    What to Do How to do when to do where to do

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    Employee Oriented Behavior

    Social and emotional needs Recognition Satisfaction Motivation Self Esteem

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    Transactional leadership

    Transformational leadership

    Newer theories of

    leadership (1070-2010)

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    Leader motivate followers by clarifying therole & task requirements

    By offering rewards and punishment

    Path-Goal model (1967)

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    Binding the people around a commonpurpose by self-reinforcing behavior

    Transformational leadership

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    Role modelInspire followers by

    New opportunitiesFace challengesStrong vision for future

    Enthusiastic

    OptimisticClear and realistic expectationsProvide individualized consideration

    Characteristics of transformationalleader

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    Complexity theory

    Authentic theory

    Two new leadership theories (1980)

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    Leadership is based on complexinteractions of among various organizationplayers

    Producing power , structure and networks of relationship

    No single leader can influence organization

    Depends on position with in networks of relationships

    Complexity theory

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    Leaders attention on self awareness

    Self-regulated positive behaviors

    Exhibit ethical behaviors

    Such behavior encourage openness & desireto share information

    Authentic leadership

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    Culture provides a frame of reference orlogic

    To understand leadership behavior

    Shared values, norms, traditions of society

    Culture and leadership

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    Individualism-collectivism Masculine- feminine Vertical - horizontal Active-passive Universalism-particularism

    Types of cultures

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    Leadership styles and behaviors are culture

    bound

    Culture Provides guideline to work inorganization

    Some culture endorse autocratic leaders ( in collectivism) participatory leadership (in individualism )

    Culture and leadership

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    African culture andleadership

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    A Cultural Based Model ofLeadership

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    Dimensions Emphasized in

    Conceptual Model

    Management of organizational and employee goal

    Leader, employee relationship management

    Resource allocation and management

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    Expectations, Goals and

    leadership behaviors

    Self Induced Goals

    Culture Induced Goals

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    Leader follower relationship

    When follower believe that they are obligated to behave perform in a certain way and also believe that their leaders

    certain obligations towards them, these beliefs constitutepsychological contract

    Rousseau (1990)

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    Leadership and Resource

    allocation

    Leaders are not always fair effective and responsible in allof resources

    Egocentric ways

    African leaders allocate resources, giving priority to their pgoals rather then organizational goals

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    Leadership and Resource

    allocation

    Leaders resource allocation disregard of organizational necreating a de-motivated work force in the Organization

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    Agenda For Future Research

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    Additional Research

    Leadership and organizational performance

    Leadership development strategies

    Leadership, learning and creativity

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    Leadership and organizational

    performanceWe need to know:

    Existing leadership practices in public and privateorganizationsCentralized power structureHigh degrees of uncertaintyBureaucratic resistance to changeAssertion of goal preferences

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    Leadership and organizational

    performance

    Humanistic orientation or variants of transactional transformational leadership

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    Leadership development

    Strategies required?

    Cross-vergence (Jackson)A theory which takes multi-level factors

    consideration to develop a model to predict how values and

    societies change over time and what are the dominant drivinbehind it and furthermore relates this cross-cultural researcinto international workplaces

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    Leadership development

    Western practices + Non-western practices linked with loca

    Management constructs and models in culturally local lang

    Religious Beliefs (gender, age and ethnic networks)

    Change in leadership practices

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    Leadership learning and

    creativityWeak learningDesign systems

    Dynamic learning

    Leadership styleEmployees propensity

    Above factors require more investigation

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    Summary and conclusionLeadership and management culture

    Culture is seen as Goals Expectations Relationships

    Resource allocation decisions

    This model helps improve organization performance by chan

    leadership style

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    Summary and conclusion

    Agents attentiveness for leadership styleCultural constraint on effective leadership

    Further investigations required

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