Reading 2: Intercultural_leadership_and_multilcultural_teams

Introduction to Shared Leadership

• Shared Leadership: A dynamic, interactive influence process among individuals in groups where members lead each other to achieve objectives (Pearce & Conger, 2003).

• In today’s globalized world, organizations adopt flatter structures to improve collaborative efforts (Eisenhardt, 1989; Ensley et al., 2006).

• Members often follow the leader with the most relevant knowledge rather than relying solely on top-down directives (Bathurst & Monin, 2010).

Contextual Framework

• Shared leadership is viewed as responding to modern challenges by implementing self-managed teams (Manz & Sims, 1987; 1993).

• Focus on decentralization and distribution of leadership allows for lateral and upward influence within teams (Carson et al., 2007).

• Historical development of shared leadership research follows the framework set by Reichers & Schneider (1990) and Hunt (1999) which emphasizes the introduction and evaluation of concepts.

Phases of Shared Leadership Research

• Introduction Phase: Established the legitimacy and positive impacts of shared leadership on team effectiveness (Hoch et al., 2010).

• Augmentation/Evaluation Phase: Shifted focus to exploring mediating and moderating factors that enhance shared leadership’s outcomes (Pearce & Conger, 2003).

• Calls for increased focus on multicultural and cross-cultural contexts in shared leadership research (Avolio, 2007; Eagly & Chin, 2010).

The Role of Culture in Leadership

• Definition of Culture: Often described as a dynamic system that shapes individual and group identity; influences behaviors, shared meanings, and communications (Hofstede et al., 2010).

• Cultural diversity challenges exist within teams due to potential misunderstandings affecting communication, cohesion, and overall performance (Ting-Toomey & Oetzel, 2001).

• Importance of intercultural competence: Ability to navigate cultural differences effectively, which is critical for shared leadership (M. Bennett, 1998; 2009).

Intercultural Competence and Its Impact

• Intercultural competence includes skills like cultural self-awareness, adaptability, and effective communication (Deardorff, 2006).

• Multicultural Shared Leadership Model: Proposes that intercultural competence moderates the relationship between team diversity and the practice of shared leadership.

• Researchers are invited to explore this model to understand the interplay between cultural diversity and leadership dynamics in teams.

Literature Review: Cultural Definitions

• Culture has varied definitions across academic disciplines; early views tended to describe it as a reified entity (Schein, 1985, Moosmüller & Schönhuth, 2009).

• Concept of culture has evolved from bounded to fluid structures, allowing for a broader understanding of its implications in organizations (Connerley & Pedersen, 2005).

• Normative categories of culture (e.g., race, ethnicity, religion) influence team dynamics and leadership practices (Ayman & Korabik, 2010).

Leadership Typologies and Their Relevance

• Pearce et al. (2003) identifies a typology of five leadership behaviors: directive, transactional, transformational, empowering, and aversive.

• This typology enables a multifaceted approach to leadership, illustrating how leaders can combine different behaviors in various contexts (Ensley et al., 2006).

• Vertical Leadership: Originates from a hierarchical structure where a formal leader exerts downward influence—the focal point of authority in traditional organizations (Locke, 1982; Taylor, 1911).

• Shared Leadership: Allows for broader participation and support among team members, enabling leaders to emerge based on situational knowledge (Pearce & Conger, 2003).

Challenges Faced by Culturally Diverse Teams

• Culturally diverse teams struggle with relational and social challenges, such as conflict and poor cohesion, which can hinder shared leadership (Elron, 1997).

• Research indicates a negative correlation between team diversity and cohesive leadership (Harrison et al., 1998).

• Proposition: Cultural diversity may negatively affect the practice of shared leadership.

Benefits of Intercultural Competence in Leadership

• High levels of intercultural competence facilitate effective interactions among team members, leading to enhanced group dynamics (Adler, 2002).

• Intercultural competence allows individuals to leverage diverse perspectives to foster creativity and teamwork, positively impacting shared leadership (Csikszentmihalyi, 1988).

• Propositions:

• High intercultural competence positively moderates the relationship between cultural diversity and shared leadership.

• Low intercultural competence negatively moderates this relationship, underscoring its importance in diverse teams.

Conclusion and Future Directions

• This conceptual model lays groundwork for empirical studies exploring the dynamics of multicultural shared leadership in organizations.

• Need for further research to assess intercultural competence’s role in overcoming challenges and facilitating effective leadership practices in culturally diverse teams.

• Continuing globalization and workforce diversity necessitate effective implementation of shared leadership practices to enhance organizational performance.