{"id":28403,"date":"2022-03-18T00:14:50","date_gmt":"2022-03-18T07:14:50","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=28403"},"modified":"2022-03-18T00:14:50","modified_gmt":"2022-03-18T07:14:50","slug":"a-whole-lot-on-leadership","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/a-whole-lot-on-leadership\/","title":{"rendered":"A Whole Lot on Leadership"},"content":{"rendered":"

Peter G. Northouse, professor emeritus of leadership, interpersonal, and organizational communication, wrote \u201cLeadership: Theory and Practice\u201d for students of leadership in the academy and an array of workplaces.[1]<\/a> His book is classified under Social Sciences as a Sociology text focused on Leadership. But that classification seems too common to describe what Northouse seeks to accomplish in this edition of \u201cLeadership,\u201d let alone what he has accomplished in the previous eight editions. First published in 1997, Northouse has written updates every few years, deepening the research base on foundational leadership constructs and exploring new leadership theories and practices relevant to the era of each update.<\/p>\n

He has kept the structure of his books and chapters the same throughout the different editions: an opening that summarizes a specific leadership theory\u2019s historical development, the research supporting the theory, and a discussion of its strengths and its criticisms. This is followed by a practical section that addresses application of a particular theory in today\u2019s leadership contexts, along with case studies, figures and tables that illustrate different facets of the theory, and questionnaires for the reader to assess their facility with a particular theoretical framework. He concludes each chapter with a helpful summary. Edition nine has sixteen chapters, references, and both an author and subject index. The chapters move from an initial focus on leadership as a trait to leadership as a process. New to this edition is a chapter on inclusive leadership and an in-depth discussion on leadership and ethics\u2014both very timely additions given the USA social discourse and challenges facing organizations and leaders in the past few years.<\/p>\n

But missing from this edition is his chapter on Leadership and Culture. Summaries of earlier editions (6th<\/sup>-8th<\/sup> for sure) cite this critical chapter\u2014critical to my leadership work across cultures and to my NPO.[2]<\/a> Now I am left with the challenge of tracking down an earlier edition to accompany my current edition. In this chapter on Leadership and Culture, Northouse cites the seminal work of House, et.al. (1991)[3]<\/a> and their GLOBE study (research that has continued since then).[4]<\/a> Their 1991 research focused on measuring the beliefs and values of managers in 62 countries. They discovered that the countries studied grouped together into ten distinct patterns, mostly following geographical and cultural alignments. They further analyzed the values embedded in these patterns and discovered nine cultural scaled dimensions to these values. Six of them are: uncertainty avoidance, power distance, in-group collectivism, gender egalitarianism, performance orientation, humane orientation. The GLOBE study also identified six different sets of leadership behaviors that vary in importance to different cultures: charismatic\/value-based, team-oriented, participative, humane-oriented, autonomous, and self- and group-protective.<\/p>\n

I found these valued (or not so valued) leadership behaviors especially interesting considering the different distinct cultural patterns they identified. As I write this, I\u2019m thinking especially of the self- and group-protective behavior. This is leadership that is concerned with protecting themselves and what they consider the in-group from any external threats. In the 1991 study, they observed this behavior as having low value to the Anglo cultural pattern (which includes the USA) and as having higher value to the Latin American cultural pattern. My observation from having lived in Beirut for nearly nine years is that this is also a valued leadership behavior in Lebanon, Syria, and Iraq. What I am questioning, and curious to discover what the most recent GLOBE study has found, is whether they see any shifts in what a cultural-pattern values. And if there are shifts, what is it that contributes to those shifts? Part of why I am curious is because it seems that over the past five to six years in a USA context it has become more important, at least to parts of the USA population, to value leadership behavior of self- and group-protective behavior. I base this on my informal conversations with many family members and friends who were drawn to former President Trump\u2019s willingness to, in their words, \u201cfight for them and their cultural values.\u201d I am curious what my fellow DLGP Cohort 11 colleagues make of these observations.<\/p>\n

As I continue to develop my NPO initiative, this chapter from Northouse, and the research done by the GLOBE study will be helpful to how I understand cultural competency and competent leadership practices across cultural contexts.<\/p>\n

[1]<\/a> Northouse, Peter Guy. 2021. Leadership: Theory and Practice<\/em>. Ninth Edition. Thousand Oaks: SAGE Publishing.<\/p>\n

[2]<\/a> Squires, Vicki. 2018. \u201cNorthouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage,\u201d Canadian Journal of Educational Administration and Policy, <\/em>185, 91-94.<\/p>\n

[3]<\/a> David Dunaetz. 2018. Culture and Leadership (Chap 16) Leadership by Northouse, 8th Ed.<\/em> https:\/\/www.youtube.com\/watch?v=wLNeEw109gc<\/a>.<\/p>\n

[4]<\/a> https:\/\/globeproject.com\/study_2004_2007<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Peter G. Northouse, professor emeritus of leadership, interpersonal, and organizational communication, wrote \u201cLeadership: Theory and Practice\u201d for students of leadership in the academy and an array of workplaces.[1] His book is classified under Social Sciences as a Sociology text focused on Leadership. But that classification seems too common to describe what Northouse seeks to accomplish […]<\/p>\n","protected":false},"author":141,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[2264,35,2091,2258,2090],"class_list":["post-28403","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-cultural-competency","tag-leadership","tag-leadersmithing","tag-northouse","tag-poole","cohort-lgp11"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28403","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/141"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=28403"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28403\/revisions"}],"predecessor-version":[{"id":28404,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/28403\/revisions\/28404"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=28403"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=28403"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=28403"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}