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This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of…
This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.
In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization…
In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization approach that has been used to explain the relationships between culture, preferred leadership attributes and follower behavior. Then we present a new model based on the connectionist theory of information processing. This model focuses on the connections between concepts in a cognitive network, rather than discrete schemas. Finally, we use the new model to suggest strategies that managers might use to manage a diverse workforce.
Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents…
Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous leadership, communication and organization challenges. This chapter discusses the challenges that occurred in the GLOBE project owing to: (a) the long-term nature of the project, (b) the evolving (growing) size of the GLOBE team, (c) the large membership size of the GLOBE team, (d) the virtual nature of the team's communications, and (e) the cultural differences of the GLOBE participants. Survey responses from 50 researchers regarding their experiences in GLOBE help document our experiences. Because these challenges will be encountered by other multinational teams, we provide recommendations for forming and maintaining successful multinational teams.
Unless one keeps rowing the boat forward, the current will take you backward. You cannot stand still, only go forward or backward (An Old Chinese Proverb).The currents of globalization continue to accelerate. As the old Chinese proverb says, you cannot stand still in the face of these currents, only go backward or forward. In the face of the multiple currents driving globalization, the accelerated movement toward market economies globally, the continued geo-political flash points and risks globally, the weakening of confidence in corporate governance globally, the continued derailment of leaders globally, all beg for deeper understanding of global leadership processes. All involved in delivering, developing and studying global leadership need to be rowing faster and smarter and with better conceptual, measurement and behavioral tools and processes.
Based on feedback received from Volumes 1 and 2, we are reaching these multiple audiences and we believe Volume 3 continues to follow that path. The risk of our broad and eclectic approach is that there will be something of interest for everyone, but not everything will interest everyone. Our hope is that the selection of manuscripts will stimulate, pollinate and challenge practitioners and academics, Westerners and non-Westerners, students and leaders. We encourage you to read and reflect on the chapters that are out of your current comfort zone.