The two chapters\/papers that particularly caught my attention were Chapter 13, \u201cLeadership and Cultural Context,\u201d (written by Mansour Javidan, Peter Dorman, Jon Paul Howell, and Paul Hanges), and Chapter 20 \u201cLeadership in a Globalizing World,\u201d (Written by Rosabeth Moss Kanter).<\/p>\n
The paper entitled \u201cLeadership and Cultural Context\u201d examines and seeks to discover if there are links between national culture, organizational culture, and leadership. The authors\u2019 discovery is a clear \u201cyes.\u201d<\/p>\n
Javidan, et al, present what is called \u201cImplicit Leadership Theory.\u201d [1] Based on our cultural upbringing and our own experience with leadership we form in our minds a concept of the ideal leader. This mental picture is called a \u201cschema.\u201d [2]<\/p>\n
The authors write, \u201cWhat people view as good, appropriate, effective leadership is shaped by their culture. Based on cultural values and our experience with leadership in all arenas, we form an understanding (a schema) of good leadership. [3] \u00a0We study leaders and make our decisions about who is effective and who is not.<\/p>\n
While reading this, I began processing my own experiences and concepts of leaders and leadership. My schema has been shaped by my father who was a man who did not deeply connect emotionally with my brother and me, and he was a bit autocratic. In middle adulthood I reflected that it seemed like my dad cared more about my behavior than my heart. My father was a steady and secure presence and taught me many practical life-skills, but out of longing for deeper connections I set my sights to be more involved personally with my children and with people I had to supervise.<\/p>\n I further considered leaders I have admired through the years, and I thought about men and women who were clear in their direction, approachable, unthreatened, servants, committed to prayer, and personally invested in lives.<\/p>\n I have also realized my own strong \u201ccontrol-freak\u201d tendencies and have worked hard to move the opposite direction by being collegial with church staff, consensus building, and intentionally putting others into places of influence. But all the while I sought to do this as a pastor the process drove me crazy.<\/p>\n The authors of this article display research that confirmed what I had long suspected: different cultures have different values concerning what they would call good leadership. The list of leadership characteristics that were culturally valued or not valued included: Status conscious, Bureaucratic (procedural), Autonomous, Face saving, Humane, Self-sacrificial\/Risk taking, and Internally competitive (conflict inducer). [4]<\/p>\n The article also identified five leadership characteristics that were universally endorsed in all cultures: Integrity, Charismatic-inspirational, Performance Oriented, Charismatic-Visionary, and Team oriented. [5]<\/p>\n To complete the picture, there are also two characteristics that are universally rejected in all cultures: those who are Malevolent and\/or Self-Protective. [6]<\/p>\n These culturally affected views of effective leadership point to what the chapter calls \u201cCulturally endorsed Implicit Leadership Theory.\u201d<\/p>\n My D Min project is focusing on offering ministry training to students who come from many different cultures. We have known that because of the variety of cultures represented \u201cone size fits all\u201d will absolutely NOT be the case when offering leadership education to these many students. The material in this chapter is golden because it lays a foundation with its careful research into many different kinds of cultures and the type of leadership their schemas seek. In fact, the chapter itself can be a beginning point for a conservation or a class, to help students come to grips with the type of leaders their country and faith communities need.<\/p>\n In brief, Chapter 20, \u201cLeadership in a Globalizing World,\u201d discusses the amount of uncertainty that has been introduced into our lives because the world is increasingly interconnected. This will affect how leaders lead well.<\/p>\n Dr. Kanter writes, \u201c…a list of qualities that leaders should possess…systems thinking, initiative-taking, persuasion and diplomacy, a cosmopolitan outlook with a concern for collaborative solutions good for many people. Leaders need intellectual skills in pattern recognition, seeing similarities and differences, systems thinking, and framing and conceptualizing. Leaders need emotional skills in empathy, self-awareness, warmth and respect, and ego management. It helps to be curious. It helps to like people. It helps to communicate with drama and clarity.\u201d [7] As I read this description, it challenged me. My plan at this point is not to train leaders to lead multi-national companies, but to be effective leaders in their faith communities within their own countries. That process will require me to be the multi-national leader, so I must take seriously the above list of traits, since I will be the one working across national and cultural lines.<\/p>\n [1] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice<\/em>.\u201d Boston: Harvard Business Press, 2010, page 336<\/p>\n [2] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice.<\/em>\u201d [3] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice<\/em>.\u201d [4] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice.<\/em>\u201d [5] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice<\/em>.\u201d [6] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice.<\/em>\u201d [7] Nohria, Nitin and Rakesh Khurana. \u201cHandbook of Leadership Theory and Practice.<\/em>\u201d \u201cAdlerizing\u201d this book by reading dust cover, acknowledgments, table of contents, and headings led me to two specific chapters in which to focus, and here I felt like I\u2019d hit the golden mother lode of material to support my D Min interests. The enormous project of assembling the compendium called \u201cHandbook of Leadership Theory and […]<\/p>\n","protected":false},"author":64,"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":[728,35,410],"class_list":["post-6345","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-cultural-affect","tag-leadership","tag-nohria-and-khurana","cohort-lgp6"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/6345","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\/64"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=6345"}],"version-history":[{"count":5,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/6345\/revisions"}],"predecessor-version":[{"id":6354,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/6345\/revisions\/6354"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=6345"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=6345"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=6345"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"HongKong2015.](\"http:\/\/blogs.georgefox.edu\/dminlgp\/wp-content\/uploads\/2015\/11\/HongKong2015.-1364.jpg\")
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