Role of Leadership

cultures model.

The culture that organizations are embedded in influences their views about leadership. Besides organizational culture, there are two (2) other cultures that influence people in the workplace. These three (3) are altogether referred to as — This model is not only based on organizational culture of global businesses but also captures influences in local companies.

Personal culture

is the shared combination of an individual’s traits, skills, and personality formed within the context of his or her ethnic, racial, familial, and educational environments. Everyone has a unique personal culture.

National culture

is a shared understanding that comes from the combination of beliefs, values, attitudes, and behaviors that have provided the foundation for the heritage of a country. Although it is a shared understanding, individuals within a nation still have a very wide range of beliefs about their nation.

perspective of integration

·        In connection with the——(removes ambiguity by focusing people's attention on unifying values and assumptions), when an organization decides to deal with cooperative relationships and is aware of their features, the importance of the relationship is likely to be somehow already present. Misunderstandings brought by non-shared meanings and symbols may cause disintegration. Therefore, organizational leaders must initiate group conversations, meetings, and visits.

perspective of differentiation

·        Shared meanings and symbols associated with the ——(have different views), interpretation, and practices about inter-organizational relationships pose a challenge to the organization. In such instances, visits and meetings can be venues for encouragement and support.

perspective of fragmentation

·        About the —— (interrupts coordination processes in environments brought by gaps or uncertainties), the role of leadership is to comprehend how such meanings and symbols interact between organizations. This aims to guide people, considering the way relationships are supposed to perform in the organization or to find out some practices and narratives, which may contribute to the way top management teams make sense and interpret how relationships operate.

Mentoring

is a relationship between two (2) individuals with the goal of professional and personal development. The mentor is usually an experienced individual who shares knowledge, experience, and advice with a less experienced person or mentee. New employees start learning an organizational culture since their first day, and they will learn from the available resources and mentors, comparing and interacting with their experiences and paths.

Inter-organizational learning

is defined as a dynamic process that occurs in cooperative inter-organizational relationships, in different structured and non-structured social spaces, which encourage learning situations, described as learning episodes (Larentis, Antonello, & Slongo, 2019). Learning does not only occur in a person’s mind, but also in their social interactions; it is not only a cognitive phenomenon, but also a cultural and social one.

Situated learning

puts thought and action into a specific a time and space. It means involving individuals, environments, and activities to make learning complete. For instance, suppliers and service providers, interacting to develop a new product or even to define how to improve service quality to final customers, are learning, although not having a specific program to develop capabilities and improve tasks. This explains how inter-organizational learning shows its cultural and social implications

Dialogues

An important aspect of inter-organizational learning is the presence of —-. —- work as interactive joint learning processes, frequently spontaneously and without having rules, but limited by a serious intention to achieve mutual understanding. As parties begin sharing information, a dialogue process is being developed.

Dialogues constitute a specific element which will lead to interpretation or sense-making. Cultural meanings will be generated, interpreted, and figured out. During the interactions, people have the opportunity to learn, regardless of the lack of organizations’ actions and practices associated with learning

globally literate

To be —— means seeing, thinking, acting, and mobilizing in culturally mindful ways. Global literacy is the sum of the attitudes, beliefs, knowledge, skills, and behaviors needed for success in today’s multicultural, global economy (Connerley & Pedersen, 2005).

Personal literacy

understanding and valuing oneself

Social literacy

engaging and challenging other people

  Business literacy

focusing and mobilizing one’s organization

Cultural literacy

valuing and leveraging cultural differences

Awareness

 provides the basis for accurate opinions, attitudes, and assumptions. It presumes an ability to compare alternative viewpoints accurately, relate or translate priorities in various cultural settings, identify constraints and opportunities in each cultural context, and understand one’s limitations.

A well-defined —-is essential for leading and interacting with others. If the awareness stage is overlooked in multicultural leadership training, then the knowledge and skills – however accurate and effective – may be based on false assumptions. If training does not go beyond awareness objectives, leaders will be frustrated because they can see the problems but cannot to change anything about it. Developing awareness means objectively observing what is happening around and receiving impressions from all the factors or influences surrounding the organization. This information will then be used to determine what to expect the next time the organization is faced with a similar situation.

Culturally skilled leaders have moved from being culturally unaware to being aware and sensitive to their own cultural heritage and valuing and respecting differences. They can recognize the limits of their competencies and expertise. They are comfortable with differences that exist between themselves and others in terms of race, ethnicity, culture, and beliefs

Knowledge

 It provides the documentation and factual information necessary to move beyond awareness toward effective and appropriate change in multicultural settings. Through accumulated facts and information based on appropriate assumptions, it is possible to understand other cultures from their own viewpoint (Connerley & Pedersen, 2005).

  Skill

 It provides the ability to build on awareness and apply knowledge toward effective change in multicultural settings. Trained people will become skilled in planning, conducting, and evaluating the multicultural contexts in their respective workplaces. They can assess the needs of other cultures, work with interpreters and cultural informants, observe and understand behaviors of culturally different people, and interact, advise, evaluate, and manage their tasks effectively in multicultural settings.