I am an American citizen born to American parents but have lived most of my 45 years overseas. My father chose a career in the US Foreign Service, which required moving his family from country to country every two to three years. After I left my parent’s home I chose to keep living and working abroad. So far I have lived in eight countries and thirteen different cities over the course of my life. I have recently resettled in the United States in a town in Maryland, not far from Washington, D.C. Since I have been back, I have been asked for advice about doing business with other cultures. Even though it may take some time, I believe that one would benefit most from thorough cross-cultural training. There are a wide variety of programs available that teach cultural sensitivity for a range of applications in the workplace. However, Northouse (2014) offers some important insights on cultural biases and dimension of culture that is well worth considering if you don’t have the time to take courses.
Northouse (2014) says that one important first step that should be taken is being aware of one’s own biases and preferences. Ethnocentrism is “the perception that one’s own culture is better or more natural than the culture of others. It may include the failure to recognize the unique perspectives of others” (Northouse, 2013, p. 385). The more ethnocentric someone is, the less he or she is able to understand or respect the viewpoints of others. One cannot be an effective negotiator or leader without acknowledging that others may have different and equally valid viewpoints. “Prejudice is a largely fixed attitude, belief, or emotion held by an individual or group that is based on faulty or unsubstantiated data” (Northouse, 2013, p. 385). Often people form these ideas based on past experiences and generalizations. Just as in ethnocentrism, this mindset interferes with a leader’s ability to understand others who have a different perspective (Northouse, 2013). “Understanding their own preferences is the first step in understanding the people in other cultures might have different preferences” (Northouse, 2013).
Another step a one can take is to gain some knowledge of the dimensions of culture. There are several resources that are readily available online and in bookstores that give basic information about cultural differences that are based on reputable research. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) is one such resource that has offered interesting and helpful insights into the way other cultures think about leadership. GLOBE researchers have identified nine cultural dimensions: uncertainty avoidance, power distance, institutional collectivism, in-group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and humane orientation (Northouse, 2013).
- Uncertainty avoidance is the tolerance for ambiguity.
- Power distance is the extent to which someone values hierarchy and differences in authority.
- Institutional collectivism is the extent to which someone identifies with broader social interests rather than individual goals and interests.
- In-group collectivism is the degree to which someone values the social unit versus his or her particular role in a group or organization.
- Gender egalitarianism is the extent to which someone promotes and values sexual equality and de-emphasizes differences in biological sex.
- Assertiveness is the extent to which someone finds it appropriate to play an activist, aggressive role in social relationships versus a passive, submissive role.
- Future orientation is how much someone considers consequences of actions for future realities, as opposed to living for the moment.
- Performance orientation is the extent to which someone is concerned with success in task achievement.
- Humane orientation is how relationally oriented and other-centered someone is. (PSU, 2104, p.2).
Another helpful resource designed by GLOBE (2008) is the Universally Desirable and Undesirable Leadership Attributes. GLOBE indentified 22 attributes and behaviors that were “universally endorsed as characteristics that facilitate outstanding leadership” (Northouse, 2014, p.403): Trustworthy, Has foresight, Positive, Confidence builder, Intelligent, Win-win problem solver, Administratively skilled, Excellence oriented, Just, Plans ahead, Motivational, Decisive, Communicative, Coordinative, Honest, Encouraging, Motive arouser, Dependable, Effective bargainer, Informed, and Team builder. This study also identified 8 characteristics that are viewed universally as negative for leaders: Loner, Irritable, Ruthless, Asocial, Nonexplicit, Dictorial, Noncoorperative and Egocentric (PSU, 2014, p.2).
All of these dimensions and attributes “frequently surface when leaders have to interact with those of different cultural backgrounds and orientations” (PSU, 2014, p.2). Different cultures have their own expectations from the leaders, therefore having some basic knowledge regarding these differences will help the leader to adapt his or her style in order to be more effective (Northouse, 2014).
I believe the single most important thing a person can do when dealing with someone from a different culture is to make an effort to demonstrate sociability. In other words, express your willingness to interact with other cultures. Sociability is an important attribute of effective leaders (Northouse, 2013, p.26). Northouse (2013) describes sociability as those who are “friendly, outgoing, courteous, tactful, and diplomatic.” Communicating and interacting well with others is central to sociability as well as instilling a collaborative environment (Northouse, 2013, p.26). One can clearly see why this attribute would greatly benefit those in a leadership role, particularly when dealing in cross-cultural challenges. In my experience, if others can detect that you are trying, then most people are usually willing to forgive mistakes due to cultural unawareness.
References
Northhouse, P. G. (2013). Leadership: Theory and Practice
(6th edition ed.). Thousand Oaks, California, USA: Sage Publications, Inc.
Pennsylvania State University (PSU). (2014). Lesson 13: Leadership and
Diversity. Retrieved April 25, 2014, from Psych 485: Leadership in Work Settings https://courses.worldcampus.psu.edu/sp14/psych485/001/content/13_lesson/07_page.html