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Environmental Characteristics at the Situation Level

Figure 12.4: Contrasting Environments in the Situational Level

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Societal culture and leadership

It is critical for leaders to have an understanding of societal culture and the associated beliefs, characteristics and customs. Failure to do so can result in conflicts and misunderstandings.

•Societal culture: those learned behaviors characterizing the total way of life of members within any given society..

•The GLOBE Study is the most comprehensive research study ever attempted. It finds its roots in the work of Hofstede.

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The GLOBE Study and CLT

The GLOBE model posits that relatively distinctive implicit theories of leadership characterize different societal cultures from each other as well as organizational cultures within those societal cultures.

The GLOBE researchers called these implicit theories of leadership Culturally Endorsed Implicit Theories of Leadership (CLT).

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Six Dimensions of CLT

• Charismatic/value-based leadership: the ability to inspire, motivate, and expect high performance from others on the basis of firmly held core values.

• Team-oriented leadership: emphasizes effective team building and implementation of a common purpose or goal among team members.

• Participative leadership: degree to which managers involve others in making and implementing decisions.

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Six Dimensions of CLT (continued)

• Humane-oriented leadership: supportive and considerate leadership as well as compassion and generosity.

• Autonomous leadership: independent and individualistic leadership.

• Self-protective leadership: ensuring the safety and security of the individual or group member.

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Universality of leadership attributes

Table12.4: Relative Rankings of Selected Societal Clusters on CLT Leadership Dimensions

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Universally positive leadership attributes

Table12.5: Leader Attributes and Behaviors Universally Viewed as Positive

Source: Adapted from House et al., Cultural Influences on Leadership and Organizations: Project Globe. Advances in Global Leadership, vol. 1 (JAI Press, 1999), pp. 171–233.

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Universally negative leadership attributes

TABLE 12.6 Leader Attributes and Behaviors Universally Viewed as Negative

Source: Adapted from House et al., Cultural Influences on Leadership and Organizations: Project Globe. Advances in Global Leadership, vol. 1 (JAI Press, 1999), pp. 171–233.

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Culturally contingent leadership attributes

TABLE 12.7 Examples of Leader Behaviors and Attributes That Are Culturally Contingent

Source: Adapted from House et al., Cultural Influences on Leadership and Organizations: Project Globe. Advances in Global Leadership, vol. 1 (JAI Press, 1999), pp. 171–233.