cultural, theme 4

social loafing

when people don’t work as hard in groups

social striving

working better when you are evaluated as a group than as an individual

creativity

the generation of ideas that are new as well as useful and appropriate

7 types of leaders

• charismatic (value-based) leaders

• Team-oriented leaders

• humane-oriented leaders

• autonomous leaders

• participative leaders

• self-protective leaders

• paternalist leaders

Charismatic (value-based) leaders

inspire and motivate their employees, while maintaining high standards of performance

team-oriented leaders

emphasize effective team building and installing a common goal among the employees

humane-oriented leaders

supportive, considerate, compassionate and generous

autonomous leaders

independent and individualistic

participative leaders

involve others in making and implementing decisions

self-protective leaders

ensuring the safety and security of the leaders themselves (less effective)

paternalist leaders

guide professional and personal lives of their employees (parent guiding their child)

5 leadership styles

• rational persuasion

• guanxi

• wasta

• jeitinho

• nemawashi

rational persuasion

obtaining factual evidence —> making reasoned arguments and suggesting approaches for solutions

• can cause disagreement and disrupt the organizational hierarchy

Guanxi

using interpersonal relationships as paths of influence

• unreasonable request can damage the relationships

Wasta

creating trust between people

• can cause corruption

Jentinho

strategies to avoid conflicts with superiors

nemawashi

informal discussion to gather support and address concerns beforehand

• slow and resistant because it needs a widespread agreement

global leader

they require a set of skills for effectively managing a diverse workplace (nonjudgemental, tolerant etc.)

distributive justice

the fair allocation of resources

3 types of distributive justice

• the principle of need —> resources are given to those who need them the most

• principle of equality —> everyone receives the same, regardless of input or performance

• principle of equity —> resources are distributed based on individual contribution or performance

meritocraties (westen)

reward individual achievement but may create tension or inequality

seniority systems (eastern/collectivistic)

reward time served rather than performance, creates harmony but also lower motivation

2 types of exchange situations (task with another person)

• competitive exchange —> one person’s gain at the expense of the opponent

• cooperative exchange —> one person’s gain does not necessarily come at the expense of the opponent (think of a trade)

confrontation approach

maximizing own gain, ignoring the other party’s interests

compromise approach

mutual concession to reduce conflict

diversity perspectives

ways organizations look at and deal with diversity

3 theoretical models of diversity perspectives

• one-dimensional models: measure if people find diversity functional or harmful

• two-dimensional models: show that perspectives are more complex and not always the opposite (multicultural approach vs color-blind approach)

• multidimensional models: combine multiple perspectives

Hofstede Model (6 dimensions)

• High versus Low power distance —> do people accept unequal power distribution or not?

• High versus Low uncertainty avoidance —> do the people want strict rules of more room for uncertainty/deviation?

• individualistic versus collectivistic

• Masculine versus feminine

• Long-term versus Short-term orientation

• Indulgence versus Restraint —> do people control or indulge in their desires and impulses?

value-in-individual differences

focusses on individual features

value-in-homogeneity (color-blind approach)

focusses on shared features between individuals, ignoring the differences