VISIONARY LEADERSHIP-SLP
Order Description
Background
The most well-known framework on cultural values was derived from a landmark study in the late 1960s and early 1970s by Geert Hofstede, who analyzed
data from 88,000 IBM employees from 72 countries in 20 languages. His research showed that employees working in different countries tended to
prioritize different values, and those values clustered into several distinct dimensions. Those dimensions include: individualism-collectivism, power
distance, uncertainty avoidance, masculinity-femininity, and short-term vs. long-term orientation.
Required Reading
Begin the SLP by reading:
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94. Retrieved from EBSCO.
Session Long Project
Drawing on the material in the background readings and doing additional research, please prepare a paper that addresses how you would adapt your
leadership approach to lead a cross-cultural group based upon Geert Hofstede’s five dimensions if you were the CEO of a multinational organization.
For example, I would promote an individualistic not collectivist environment? I Would implement a high not a low power distance policy? Make sure to
address all five of Hofstede’s dimensions. Please be creative and provide examples to justify why you would make such decisions.
Your paper should be short (2-3 pages, not including the cover sheet and references) and to the point. You are expected to deal with these issues in
an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that.
Required Readings
Journal Articles and Websites:
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J. & et al. (2004). Organizational citizenship behavior: A case study of culture,
leadership and trust. Management Decision, 42(1/2), 13-43.
Cardenas, J., & Crabtree, G. (2009). Making time for visionary leadership. College and University, 84(3), 59-63.
Casimir, G., & Waldman, D. A. (2007). A cross cultural comparison of the importance of leadership traits for effective low-level and high-level
leaders: Australia and China. International Journal of Cross Cultural Management, 7(1), 47-61.
Conceicao, S. C., & Altman, B. A. (2011). Training and development process and organizational culture change. Organization Development Journal, 29
(1), 33-44.
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94.
Kaifi, B. A., & Mujtaba, B. G. (2010). Transformational leadership of Afghans and Americans: A study of culture, age and gender. Journal of Service
Science and Management, 3(1), 150-159.
McLaughlin, C. (2001). Visionary leadership. Retrieved from http://www.visionarylead.org/articles/vislead.htm
Waldman, D. A., Luque, M. S., Washburn, N., House, R. J. & et al. (2006). Cultural and leadership predictors of corporate social responsibility
values of top management: A globe study of 15 countries. Journal of International Business Studies, 37(6), 823-837.
YouTube Video: Visionary Leadership. Retrieved from http://www.youtube.com/watch?v=EbXkYinkeJA
YouTube Video: Vision, Leadership and Organizational Improvement. Retrieved from: http://www.youtube.com/watch?v=IFXxxbnKheI&feature=related
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