Robert House e al.
Sergio Caredda
House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. and Gupta, V. (2004). Culture, leadership, and Organizations : the GLOBE Study of 62 Societies. Thousand Oaks, California: Sage Publications.
Description:
The Global Leadership and Organizational Behavior Effectiveness (GLOBE) project provides leaders with an additional lens through which they can better understand how to perform well in an international environment. While the Hofstede framework was developed in the 1960s, the GLOBE project developed in the 1990s is a more recent attempt to understand cultural dimensions
The GLOBE project involves 170 researchers from over 60 countries who collected data on 17,000 managers from 62 countries around the world.
Similar to Hofstede, the GLOBE researchers uncovered nine cultural dimensions. However, basing their work on Hofstede’s cultural dimensions, it is not surprising to note that five of these dimensions are similar to those uncovered by Hofstede, namely 1) uncertainty avoidance, 2) power distance, 3) future orientation (degree to which society values the long term) 4) assertiveness orientation (masculinity), 5) gender egalitarianism (femininity), 6) institutional, and 7) societal collectivism (similar to individualism/collectivism). The only two cultural dimensions unique to the GLOBE project are performance orientation (the degree to which societies emphasize performance and achievement) and humane orientation (the extent to which societies place importance on fairness, altruism, and caring).
The researchers were able to define universal attitudes, which are evaluated as substantially positive or negative across cultures. Good attributes include trustworthiness, motivating and excellence oriented, whereas negative attributes were dictatorial or self-protective. Further, the researchers defined culturally contingent attributes, which reflect the contradictory character of some attributes. Some attributes that were evaluated as positive for leaders in one country were viewed as negative in other countries.
These attributes resulted in six culturally endorsed leadership theory dimensions (CLTs), which represent "characteristics, skills, and abilities perceived to facilitate outstanding leadership."These dimensions are:
- Charismatic/Value-Based: The ability to inspire, to motivate, and to expect high performance outcomes from others on the basis of firmly held core beliefs. These leaders are visionary, inspirational, engage in self-sacrifice, demonstrate integrity and are decisive and performance-oriented.
- Team Oriented:Â Team-oriented leadership emphasizes effective team building and implementation of a common purpose or goal among team members. Team-oriented leaders are collaborative integrators who are diplomatic, benevolent, administratively competent and procedural.
- Participative:Â Participative leadership reflects the degree to which leaders involve others in making and implementing decisions. Participative leaders emphasize democratic and participative decision making.
- Humane Oriented:Â Humane-oriented leadership reflects supportive and considerate leadership, but also includes compassion, modesty, generosity and an emphasis on being humane.
- Autonomous:Â Autonomous leadership refers to independent and individualistic leadership attributes. Autonomous leaders emphasize individualism, independence and autonomy and have unique attributes.
- Self-Protective:Â Self-protective leadership focuses on ensuring the safety and security of the individual and group through status enhancement and face saving. Self-protective leaders are self-centerd, status conscious and conflict inducers who emphasize procedures and saving face.
Notes:
Also source:
Javidan, M., Dorfman, P.W., de Luque, M.S. and House, R.J. (2006). In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE. Academy of Management Perspectives, 20(1), pp.67–90. doi:https://doi.org/10.5465/amp.2006.19873410.
