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• Cross-Cultural Leadership: Understanding how individuals of different cultures interact with each other is very important.
• There's a cultural inclination to perceive imported items as superior, indicating a detachment from local identity.
• Filipino Americans may suggest mixed heritage to mitigate stereotypes, shaping a diverse identity.
• Some Filipino Americans may stereotype Filipinos in the Philippines as lower class, distancing from home country realities.
• Not all individuals can adapt to the leadership styles expected in a different culture whether that culture is organizational or national.
• Children are advised to avoid the sun to maintain lighter skin, reinforcing cultural biases.
• In a fast-paced business environment, developing a richer understanding and sensitivity to other cultures is a skill that leaders must possess.
• Cross-cultural leadership skills are critically important in a global economy where workforces are increasingly multicultural and businesses continue to expand overseas.
• Global markets are increasingly taking advantage of a diverse global workforce's strength and economic advantages.
• Most companies operate on international projects with multicultural teams in multiple countries.
• Today’s international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures.
• As firms move from regional to trans-global enterprise models, leadership must provide the bridge between cultural diversity and business goal achievement.
• The ability of a leader to motivate diverse teams to manage change effectively is a critical issue in the international environment.
• It cannot be assumed that a manager who is successful in one country will be successful in another.
• Cross-cultural leadership involves understanding leaders who work in the newly globalized market.
• Cross-cultural leadership involves influencing and motivating people’s attitudes and behaviors in the global community to reach a common organizational goal.
• Implicit Leadership Theory (ILT) asserts that people’s underlying assumptions, stereotypes, beliefs, and schemas influence the extent to which they view someone as a good leader.
• Hofstede’s Cultural Dimensions is one of the most prominent and influential studies to date regarding leadership in a globalized world.
• The study reveals similarities as well as differences across cultures and emphasizes the need to be open-minded to understand the differences in other cultures.
• Culture, as defined by GLOBE, includes shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives and are transmitted across age generations.
• The G LOBE study expanded Hofstede's dimensions to include Uncertainty Avoidance, Power Distance, Collectivism I: Societal Collectivism, Collectivism II: In-Group Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation, and Humane Orientation.
• Organizational leadership and culture: The GLOBE study defines organizational leadership as the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.
• Traits for Cross-Cultural Leaders: General Intelligence, Business Knowledge, Interpersonal Skills, Commitment, Courage, Ease in dealing with cross-cultural issues, Open Personality, Flexibility, Drive, Language Skills, Multicultural Perspective Taking, Knowledge and cognition, Cultural Awareness, Cross-cultural Schema, Cognitive Complexity.
• Leadership Styles Across Cultures: Paternalistic Leadership, Transformational Leadership, Transactional Leadership.
• Hofstede’s Cultural Dimensions theory identifies five dimensions of culture to compare cultures, to help leaders with understanding how to adjust their leadership styles accordingly; Individualism/Collectivism, Feminine/Masculine, Power Distance, Uncertainty Avoidance, and Long Term/ Short Term orientation.
• External Locus of Control: Individuals with an external locus of control attribute life events to external factors such as luck, fate, chance, or powerful others.
• People often perceive their own nation's character as "good" or "decent," while viewing neighboring nations as "bad" or "mean."
• Research indicates that individuals from Western countries, characterized by individualistic cultures, tend to exhibit a strong internal locus of control.
• Cultural Variation in Locus of Control: The example comparing individuals from Alabama and Illinois suggests that cultural differences within a country (in this case, the United States) can impact locus of control.
• This is attributed to factors such as suspicion of external forces, possession of material resources, and upbringing in individualistic cultures emphasizing personal effort.
• The global median shows a lower percentage in disagreement, implying a more varied perspective on the extent of control.
• An interesting proposition is that the locus of control scores in studies may reflect the actual, individualized degree of control exerted by people in the real world, irrespective of their cultural background.
• National character refers to a perceived set of predominant behavioral and psychological features and traits that are commonly associated with the people of a particular nation.
• National character often involves stereotypes and generalizations about the typical behaviors and personality traits of individuals from a particular nation.
• Stereotypes associated with national character can be influenced by factors such as specific historical events, a history of oppression, economic wealth or poverty, and cultural practices.
• Externals might be more inclined to see events as beyond their influence and may exhibit a more fatalistic perspective.
• Internals from Illinois rely on their efforts and expect success, while externals from Alabama depend on luck and circumstances.
• Externals may feel that they have little control over their circumstances and that external forces largely determine their outcomes.
• Americans, in the majority, disagree with the statement that success is determined by external forces.
• Cultural values, whether individualistic or collectivistic, can significantly shape the perceived national character.