Culture and Leadership in Africa (a Conceptual Model)
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Transcript of 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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