OLEAD 410: Leadership in a Global Context

Cultural Leadership blog

Brexit in Britain: Is Immigration to Blame?

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Around the world, countries have numerous problems, ranging from not enough food to a corrupt government. But recently a big upset in European nations has been in the increase in immigrants from Africa and the Middle East. The tensions in these countries cause many to want to escape their lives for the great potential in Europe. The European Union (EU), a group of 28 countries brought together with the promise of a more uniform, collective Europe, has some rules but generally lets the individual countries make their own decisions regarding immigrants (European Commission, 2016). Part of the EU has been the ability for free movement between EU countries, making it unnecessary to have a visa to live in other countries.

With the increased influx of immigrants, natives of European countries are looking to their leaders for guidance. In 2015, over 1 million immigrants entered Europe, over 80% of them from Syria, Iraq, and Afghanistan (BBC, 2016). Leaders like Angela Merkel stated publicly that she welcomed the immigrants to Germany, meanwhile, the people of Germany are holding rallies and demonstrations to oppose the large influx into the country (Yohannes, 2015). It’s not just refugees who are immigrating to Britain. In 2015, 630,000 foreign nationals immigrated to Britain (Office for National Statistics, 2016). This puts a stress on the infrastructure of the Island nation. With houses costing, on average, 12 times more than the average salary, British-born residents are being pushed out of their own country (Frum, 2016).

In a referendum on June 29, 2016, Britain voted with 51.9% in favor of leaving the EU (BBC, 2017). One of the main reasons for the Brexit (Britain-exit) from the EU is the British people’s unhappiness regarding the level of immigration into the country (BBC, 2017). Newly elected Prime Minister, Theresa May, who took the position of being pro-staying in the EU, has since changed her tune and accepts that leaving the EU is what the British people want, and so she will get behind them (BBC, 2017). A perfect example of a leader supporting her followers, and trying to create synergy amongst her people. The next steps will come in the 2 years of negotiations of the terms of Brexit, and whether the people of Britain see a decrease in immigration will soon be revealed.

 

References:

BBC (2016) Why is EU struggling with migrants and asylum?. Retrieved from http://www.bbc.com/news/world-europe-24583286

BBC (2017) Brexit: All you need to know about the UK leaving the EU. Retrieved from http://www.bbc.com/news/uk-politics-32810887

European Commission (n.d.) Explaining the Rules. Retrieved from http://ec.europa.eu/immigration/who-does-what/more-information/explaining-the-rules-why-are-there-eu-rules-and-national-rules_en

Frum, D. (2016) Why Britain Left. Retrieved from https://www.theatlantic.com/international/archive/2016/06/brexit-eu/488597/

Office for National Statistics (2016) Migration Statistics Quarterly Report: May 2016. Retrieved from https://www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/internationalmigration/bulletins/migrationstatisticsquarterlyreport/may2016#immigration-to-the-uk

Yohannes, M. (2015) Angela Merkel welcomes refugees to Germany despite rising anti-immigration movement. Retrieved from https://www.washingtontimes.com/news/2015/sep/10/angela-merkel-welcomes-refugees-to-germany-despite/

 

 

 

 

 

 

Brazil: Social Learning vs. Military Coup

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BETO BARATA/AFP/Getty Images

 

With such a wide range of cultures around the world and a plethora of individuals vying for leadership of these countries, the question is raised of what to do when your leaders fail to lead. Brazil is currently involved in a scandal of mammoth proportions. President Michel Temer is facing corruption charges (Lima & Iglesias, 2017), the previous president, Dilma Rousseff was impeached for violations of budget rules (Cuadros, 2017), and now, senior military leaders are threatening a coup.

In 1964, the Brazilian military threatened the same thing, and started a twenty-one-year dictatorship (Cuadros, 2017) which resulted in almost no change to the political atmosphere and culture of the country. Ask the people of Brazil, and they will say it was a time of order, and lawfulness. These feelings are likely to do with the lack of news and press at the time.

The current discussion of a coup by military leaders needs to be met with social learning as proposed by Albert Bandura (PSUWC, 2017). Through observing a successful country of similar cultural features, the leaders of Brazil need to focus on what needs to be changed, being able to retain that information, have the motivation to use the model, and to reproduce what has been done. Through these steps, Brazil has a much better chance of being successful without the use of a military coup.

Brazil has had a tenuous political history as of late, and without some kind of change, they are destined to stay on the path they’re on now. Through use of Bandura’s social learning process, I think they should be successful in turning the political climate around without the use of a military coup which has a poor track record. Military leaders need to be called on to show their leadership through their involvement with this process rather than being resistant to change.

 

References:

Cuadros, A. (2017) Open Talk of a Military Coup Unsettles Brazil. Retrieved from https://www.newyorker.com/news/news-desk/open-talk-of-a-military-coup-unsettles-brazil

Lima, M & Iglesias, S. (2017) Temer Is Brazil’s Most Unpopular Leader Ever, Poll Says. Retrieved from https://www.bloomberg.com/news/articles/2017-09-28/most-unpopular-leader-ever-in-brazil-is-temer-poll-shows

PSUWC (2017) Social Learning. Retrieved from https://psu.instructure.com/courses/1867265/modules/items/22824731

 

Synergy in Panama: Central America vs. World Community Allegiance

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Greg Baker/AFP

 

The leaders of countries around the world have extensive influence both within their own country as well as with other less stable countries. So, when the president of Panama made the move to cut diplomatic ties with Taiwan in favor of ties with China, the world took notice (Reuters, 2017). The change in Panama’s stance on its alliance leads to the question of why the Latin American country, just north of Colombia changed its tune. Typically, a community-oriented culture, Panama has succeeded in upsetting the synergy not only between its self and Taiwan but furthering the upset in the synergy between Taiwan and China. For a country in which community and relationships are so important, was Panama concerned with its relationships between its self and these Asian nations, or within its own community?

Relations between Taiwan and China have been strained since the Chinese civil war which ended in 1949. The communist party, People’s Republic of China, took control of the Chinese mainland, pushing the Republic of China to the island now known as Taiwan (Diffen, n.d.). Since then the relations between the island nation and mainland China have been cordial but strained at times. Taiwan insists it is its own independent nation, and China insists Taiwan is a part of China (Reuters, 2017).

Only in the past decade has Panama begun to create stability financially through mainly infrastructure and export expansion (World Bank, n.d.). Best known for the Panama Canal, Panama expanded the canal in a nearly 10-year project that opened in 2016 amongst concerns over decreases in the shipping trade, water levels, and ability of ship captains to maneuver through the new canal (Kahn, 2016). Still, Panama persevered.

“Cultures with high-synergy tend to be highly co-operative, community-oriented, and have the good of all in mind. Typically, these societies are collectivist in nature” (PSUWC, 2017). Panama, along with other Central American countries have been attempting to create both political and economic synergy amongst themselves with CAFTA (Central American Free Trade Agreement) through decreasing tariffs on exports and attempting to bring the countries together to build their economic and political stability (Moran, Abramson, Moran, 2014).

With the promise of more economic stability and a culture that chooses community over all else, it is no wonder, that with countries around the world breaking ties with Taiwan, Panama would be the next to do so. To create a stronger country through it’s newly formed ties with China, Panama is in a better position to lead Central America into a new age marked by economic and political stability for those within its own community through ties to a country like China with a strong economy. When it comes down to it, Panama was looking out for its own country as well as Central America in this move that may have appeared to some to be making a political statement.

 

References:

Diffen (n.d.) People’s Republic Of China vs. Republic Of China. Retrieved from http://www.diffen.com/difference/People%27s_Republic_Of_China_vs_Republic_Of_China

Kahn, C. (2016) The $5 Billion Panama Canal Expansion Opens Sunday, Amidst Shipping Concerns. Retrieved from http://www.npr.org/2016/06/25/483523910/the-5-billion-panama-canal-expansion-opens-sunday-amidst-shipping-concerns

Moran, R., Abramson, N., Moran, S. (2014) Managing Cultural Differences. New York, NY: Routledge

PSUWC (2017) Lesson 06: Cultural Synergy. Retrieved from https://psu.instructure.com/courses/1867265/modules/items/22824740

Reuters (2017) Panama’s president says switching China ties not ‘checkbook diplomacy’. Retrieved from https://www.reuters.com/article/us-china-panama-taiwan/panamas-president-says-switching-china-ties-not-checkbook-diplomacy-idUSKCN1BU03V

Reuters (2017) China Says Taiwan Not a Country, Taiwan Says China Needs Reality Check. Retrieved from https://www.usnews.com/news/world/articles/2017-09-27/china-says-taiwan-not-a-country-taiwan-says-china-needs-reality-check

World Bank (n.d.) World Bank in Panama. Retrieved from http://www.worldbank.org/en/country/panama/overview#1

 

 

Understanding North Korean Culture through Hofstede’s Dimension as applied to China

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With the world’s eye turned towards North Korea in the past few months due to nuclear testing, one can only wonder about the closely guarded secret of the North Korean culture. Due to the secrecy, it’s difficult to acquire an accurate profile of the North Korean culture. The country of China may give us some information though. China holds the most control over North Korea through their trades with the dictatorship (Albert, 2017). The culture of China gives us an idea as to how the Chinese government plans to move forward with its relations with North Korea while the rest of the world grapples with unrest between North Korea and the UN. Hofstede’s Dimensions of Culture can help us to understand the intricacies of the Chinese culture and how this correlates to their interactions with North Korea. Dr. Hofstede identified six dimensions of culture (PSUWC, 2017) to help understand the cultural the differences in the national culture of a country (Moran, Abramson & Moran, 2014).

Power Distance is how individuals treat those in power versus those not in power (PSUWC, 2017) and how they accept power when unequally distributed (Moran et al., 2014). China has a high level of Power Distance. As a culture, they are accepting of the disparity between those in powerful positions, and those who aren’t in powerful positions. Abuse of power is perfectly acceptable and expected (itim, n.d.). In relation to North Korea, it is understandable that a country that values such power distance would be supportive of a culture where a dictator leads the country and the differences between powerful leaders and average individuals are great.

Individualism is the extent to which people are expected to care for themselves (Moran et. al, 2014) and work independently to their own goals. China scored low on this dimension. As a country where collectivism is valued, where the group works together to reach a goal and participate in group work (PSUWC, 2017), the Chinese culture tends to be “cooperative for in-groups they are cold or even hostile to out-groups” (itim, n.d.). As the Chinese seem to consider North Korea part of the in-group is seems a part of their culture to protect and work together with North Korea, and to be less cooperative with the UN as by providing push-back regarding punitive actions against North Korea by the UN (Albert, 2017).
Masculinity indicates whether the culture tends to be feminine by being more nurturing, or more masculine, being driven by success, being dominant, and assertive (Moran et. al., 2014). China rates high on the masculine scale. “Many Chinese will sacrifice family and leisure priorities to work” (itim, n.d.), showing how important success is to the culture. As an example of the assertiveness of the Chinese culture, in February 2017, China halted the trade of coal from North Korea in an attempt to influence the economy of the country (Albert, 2017). Well aware of the power they have over North Korea, Chinese culture mostly maintains dominance over the country. At the very least when it comes to trade.

Uncertainty Avoidance is the extent to which a country needs certainty in the future. Countries with high uncertainty avoidance have many laws to keep uncertainty levels down (PSUWC, 2017). China’s score on uncertainty avoidance is low. Laws are allowed to be bent depending on the situation, and even within the language phrases have multiple meanings (itim, n.d.). To the same effect, China’s sanctions on North Korea seem largely dependent on the current situation both within the two countries and the rest of the world.
Long-term orientation speaks to the future orientation of a culture (PSUWC, 2017). Additionally, maintaining an understanding of their future while thinking of current and future challenges. China’s high score on this dimension is linked to their likelihood to invest and save for their futures. In regards to North Korea, the Chinese know that a collapse of the North Korean regime would likely result in immigration across the Chinese border of a large number of North Koreans (Albert, 2017). Through the support of the country and ensuring their economic success, China looks out for the future of their own country.

Indulgence is the control of desires and immediate gratification (PSUWC, 2017). China’s low score speaks to their ability to control indulgences, and tied with their high score on the masculinity scale, China, they tend to put a low value on leisure and instant gratification (itim, n.d.). Their ties to North Korea and desire to keep economic collapse of the country at bay, they do without the economic benefits of trading with North Korea in order to accomplish other goals.

The connection of China and North Korea is one that is strongly tied to the history of both countries, and the desire of the Chinese culture to maintain ties while establishing their dominance over the country through trade. The Chinese culture is one of high power disparity and masculinity, low individualism, a high ability to look to the future and forego instant gratification while accepting the possibility of uncertainty. This culture helps to understand just why they are maintaining their connections with North Korea as well as helping to understand the nuances of the relationship, the reasons they make the decisions for whether or not to implement sanctions against the country. Overall, Hofstede’s dimensions help not only to understand the culture of the Chinese, but also to gain the knowledge of why they interact with a country as extreme as North Korea.

Albert E. (2017) The China-North Korea Relationship. Retrieved from https://www.cfr.org/backgrounder/china-north-korea-relationship

PSUWC (2017) Hofstede’s Dimensions of Culture. Retrieved from https://psu.instructure.com/courses/1867265/modules/items/22824706

Moran R., Abramson N., & Moran S. (2014) Managing Cultural Differences. New York, NY: Routledge.

Itim: Geert Hofstede (n.d.) What about China? Retrieved from https://geert-hofstede.com/china.html

 

Class Introduction: Heidi Fleming

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Howdy, everyone! I’m Heidi, currently in my senior year at Penn State majoring in Labor and Employment Relations and minoring in Organizational Leadership. I am currently employed as an office coordinator at a John Deere dealer. I live in outside of Nashville Tennessee with my husband and two Weimaraners, Ruby and Perl (for those of you tech-savvy folks, they’re named after Computer Programming languages). In our free time, we love to travel, and kayak and spend as much time outside as we can.

Professionally, I’ve been in the workforce for a number of years. I got a bachelors degree at the University of Vermont in 2007, majoring in Community Development and Applied Economics. Unfortunately, my degree was so vague and wasn’t understood by hiring managers, so I worked as receptionists and personal assistants for most of my career. I lost a job due to my boss moving and decided it was time to get serious about a career, and had always been fascinated by the field of Human Resources. My professional long-term goals are to work as a Human Resources Manager and to be in a position within the company where I can really make a change.

I have worked in a management role in a few jobs but never felt that I really had the power or the knowledge to be a true leader. This is something I really hope to do in the future and look forward to having an impact both professionally and in my everyday life.

Being a woman working in business, I find that quote by women really speak to me more than any others. Women have had to fight for so long to get where they are, and we are still fighting for that equality in the workforce. One of my favorite quotes by a woman was by former First Lady, Rosalynn Carter. She says “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” I think it speaks volumes to how well a leader needs to know his/her followers and to push them to be better than they thought they could be.

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