You have learned this term that it is important to understand how the variable of societal culture fits into the theories of individual managerial traits, leader behavior, interaction patterns, role relationships, follower perceptions, influence over followers, influence on task and team goals, and influence managerial behavior (Cross Cultural Research on Leadership).
Select three to four political leaders or business leaders of multinational companies based in other countries, for example, Switzerland, Russia, Venezuela, Turkey, or the Czech Republic. Research their leadership styles as they cope with both internal and international societal issues of importance to their companies or countries. Your paper should synthesize the theories and concepts learned this term and clearly demonstrate that you can apply them in your analysis. Cite your textbook as well as outside academic research from the Univ.online library.
You may also use these Internet sources:
In no less than 15 pages, your APA research paper should reflect several weeks of effort and demonstrate your ability to analyze, apply, evaluate, and synthesize the managerial cross cultural theories and concepts learned this term.
Requirements: 15 pages
Jonasson, Charlotte & Lauring, Jakob. (2012). Cultural Differences in Use: The Power to Essentialize Communication Styles. Journal of Communication Management. 16. 10.1108/13632541211279030.
Crowne, K. A. (2007). The relationships among social intelligence, emotional intelligence, cultural intelligence and cultural exposure (Order No. 3255112). Available from ProQuest Central. (304810980). https://0634olryx-mp02-y-
Jain, T., & Pareek, C. (2019). MANAGING CROSS-CULTURAL DIVERSITY: ISSUES AND CHALLENGES. Global Management Review, 13(2), 23-32. https://0634olryx-mp02-y-
Minkov, M., & Kaasa, A. (2021). A test of Hofstede’s model of culture following his own approach. Cross Cultural & Strategic Management, 28(2), 384-406. https://0624o1hg0-mp03-y-
Minkov, M. (2018). A revision of Hofstede’s model of national culture: old evidence and new data from 56 countries. Cross Cultural & Strategic Management, 25(2), 231-256. https://0624o1hg0-mp03-y-
Minkov, M., Dutt, P., Schachner, M., Morales, O., Sanchez, C., Jandosova, J., Khassenbekov, Y., & Mudd, B. (2017). A revision of Hofstede’s individualism-collectivism dimension. Cross Cultural & Strategic Management, 24(3), 386-404. https://0624o1hg0-mp03-y-
Inderjeet, A., & Scheepers, C. B. (2022). The influence of follower orientation on follower behaviour in the leadership process. SA Journal of Human Resource Management, 20https://0624o1hg0-mp03-y-
Tlili, A., Denden, M., Affouneh, S., Soheil, H. S., Cai, Z., Jemni, M., Bozkurt, A., Huang, R., & Zhu, L. (2021). Understanding Arab Students’ Behavioral Patterns in an Online Course: An Explanatory Study Based on Hofstede’s National Cultural Dimensions. Sustainability, 13(22), 12426. https://0624o1hg0-mp03-y-
Mihaela, H. (2014). A synergistic approach of cross-cultural management and leadership style. Journal of International Studies, 7(2)https://0624o1hg0-mp03-y-
Prilipko, E. V., Beauford, J. E., & Antelo, A. (2019). Exploring Emotional Intelligence: A Correlational Study of Follower Attributes. Journal of Management Policy and Practice, 20(1), 86-94. https://0624o1hg0-mp03-y-
Ergeneli, A., Gohar, R., & Temirbekova, Z. (2007). Transformational leadership: Its relationship to culture value dimensions. International Journal of Intercultural Relations, 31(6), 703-724.
Sabri, H. A. (2012). Re‐examination of Hofstede’s work value orientations on perceived leadership styles in Jordan. International Journal of Commerce and Management.
Mancheno-Smoak, L., Endres, G. M., Polak, R., & Athanasaw, Y. (2009). The individual cultural values and job satisfaction of the transformational leader. Organization Development Journal, 27(3).
Paulienė, R. (2012). Transforming leadership styles and knowledge sharing in a multicultural context. Business, Management and Economics Engineering, 10(1), 91-109.
Gibson, C. L. (2018). Social Media: A Vital Tool in Teaching Contemporary Black American Protest. The Midwest Quarterly, 59(4), 386. https://0624o1kfl-mp01-y-
Velasquez, A., & LaRose, R. (2015). Social Media for Social Change: Social Media Political Efficacy and Activism in Student Activist Groups. Journal of Broadcasting & Electronic Media, 59(3), 456. https://0624o1kfl-mp01-y-
George Mwangi, C. A., Bettencourt, G. M., & Malaney, V. K. (2018). Collegians Creating (Counter)Space Online: A Critical Discourse Analysis of the I, Too, Am Social Media Movement. Journal of Diversity in Higher Education, 11(2), 146-163. https://0624o1kfl-mp01-y-
Jacoby, B. (2017). The New Student Activism: Supporting Students as Agents of Social Change. Journal of College and Character, 18(1), 1-8. https://0624o1kfl-mp01-y-
. Organizational leaders in multicultural companies are concerned with their ability to manage employees from different cultural backgrounds and facilitate the attainment of organizational goals and objectives (Jain & Pareek, 2019). These concerns are valid, considering managing a cross-cultural workforce is vital for multinational corporations since cultural conflicts may arise when these organizations fail to address and effectively manage the underlying cultural differences contributing to these conflicts (Jain & Pareek, 2019). In line with this, fostering positive relationships within a cross-cultural working environment requires employees and organizational leaders to implement culturally sensitive structures and approaches that allow them to adapt to the cultural diversity in their organizations. Effective management of an organization’s cross-cultural workforce will be a vital source of its competitive advantage (Jain & Pareek, 2019). As such, organizational leaders should not only develop tolerance and empathy towards employees’ cultural differences but also acquire an adequate level of factual knowledge about the values, norms, and beliefs embraced in different foreign cultures, specifically, how their beliefs, norms, and values influence their workplace conduct and decision-making (Jain & Pareek, 2019). Doing this will allow organizational leaders to adapt their leadership approaches and organizational structures to ensure all employees, irrespective of their cultural backgrounds, feels included, accepted, and valued in a multicultural organization.