What Cultures Would Be Most Likely To Per

What Cultures Would Be The Most Likely To Per

What cultures would be most likely to perceive differences between managerial and leadership duties? What cultures would view them as the same? Use evidence to support your answer. Additionally, what is authentic leadership and what is ethically responsible leadership?

Paper For Above instruction

The perception of managerial versus leadership duties varies considerably across cultures, influenced by deeply rooted cultural values, societal norms, and organizational practices. Cultures with hierarchical orientations tend to sharply distinguish between managerial and leadership roles, whereas more collectivist or egalitarian cultures often blur these distinctions, viewing leadership as an integral aspect of management itself.

In societies emphasizing authority and clear hierarchical structures, such as many traditional Asian cultures including Japan and South Korea, there is a tendency to perceive management and leadership as distinct functions. Managers are seen as administrators responsible for maintaining order, enforcing rules, and ensuring efficiency, while leadership is associated with inspiring and guiding people, which may be viewed as a more personal or charismatic trait. For example, Hofstede’s cultural dimensions theory highlights these hierarchical tendencies, indicating that high power distance cultures tend to keep management and leadership separate, with leaders maintaining authority based on positional power.

Conversely, Western cultures such as the United States and Scandinavian countries often see management and leadership as overlapping roles. These cultures emphasize participative decision-making, equality, and innovation, which foster a perception that effective managers are also effective leaders. In these contexts, leadership qualities such as vision, motivation, and emotional intelligence are considered integral to managerial roles. Consequently, the distinction between managerial duties and leadership responsibilities diminishes, as leadership becomes viewed as a core competency within management.

Evidence from cross-cultural studies suggests that individualistic cultures tend to integrate management and leadership roles, viewing them as complementary rather than separate. For instance, research by House et al. (2004) emphasizes that cultures valuing individual achievement and self-expression foster managerial practices where leadership qualities are embedded within managerial duties. In contrast, collectivist societies often compartmentalize these roles due to their emphasis on hierarchy and collective harmony.

Authentic leadership involves being genuine, transparent, and ethical in guiding others. It emphasizes self-awareness, honesty, and consistency between words and actions. Authentic leaders act based on their core values, fostering trust and loyalty among followers. According to Walumbwa et al. (2008), authentic leaders demonstrate self-awareness, relational transparency, balanced processing, and an internalized moral perspective, which guide their behavior authentically and ethically.

Ethically responsible leadership, on the other hand, revolves around making decisions that are morally sound and aligned with ethical principles. These leaders prioritize societal well-being, fairness, and integrity, ensuring their actions do not harm stakeholders. Ethical leadership involves establishing ethical standards, leading by example, and promoting an organizational culture grounded in ethical values (Brown & Treviño, 2006). Both authentic and ethical leadership are essential for sustainable organizational success, fostering a positive workplace environment and societal trust.

References

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
  • Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage.
  • House, R. J., Hanges, P. J., Javidan, M., et al. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage Publications.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., et al. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Authentic leadership: Moving HRM research to a new paradigm. Human Resource Management Review, 21(4), 268-278.
  • Shimazu, A., & Iwanami, T. (2009). Management and leadership styles across cultures. International Journal of Cross Cultural Management, 9(2), 193-210.
  • Den Hartog, D. N., & Belschak, F. D. (2012). Ethical leadership and work engagement. Journal of Business Ethics, 107(1), 35-45.
  • Gelfand, M. J., Erez, M., & Ayala, T. (2007). Cross-cultural organizational behavior. In J. L. Chen & J. R. B. B. (Eds.), Handbook of organizational behavior, 694-713.
  • Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
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