Leadership

PSYCH 485 blog

Building a Culturally Harmonious Work Environment

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If you work in business, it is not uncommon to interact with someone from a different culture almost every day. Our work environments are becoming more culturally diverse and with globalization and advancements in technology, our work environments can easily spread around the world. Our coworkers are no longer sitting at the desk next to us or cohabitating in the same building, and our customers may not live in the same town. They could be located in any country and come from a variety of backgrounds. If you look at this clipart, we see a quick snapshot of a few different cultures from around the world. How many cultures do you interact with on a daily basis? How many of them are in your work team or office building? How many are overseas vendors or customers?

banner_culture

(Martin)

So, what are some of the barriers and obstacles that we face, or that our employees encounter when working with different cultures? First, leaders must look at themselves and their biases. Northouse (2013) stated that a major obstacle to effective leadership is ethnocentrism, which is “a tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observations of others and the world” (p. 384). This can create conflict in the work environment, because we fail to recognize the creativity or uniqueness of others around us. However, skilled leaders can overcome ethnocentrism and reduce conflict among those working with us.

Blanding (2013) stated that managers should gain an awareness of “their own cultural biases and assumptions”, which can “decrease the effects of ambient cultural disharmony by encouraging employees to identify their own assumptions of other cultures”. Some ways to do this include developing cultural awareness moment such as, setting up site visits or encouraging employees to work side by side within different environments (Blanding, 2013). Blanding (2013) goes on to mentioned that “it is inevitable to have conflict when you bring people from different cultures together”; however, if managed properly different cultures and creativity employ greater methods of problem solving. Diverse work groups are good for organizations.

However, managers should be aware of the different barriers that employees may face when working with other cultures in work groups. This way managers can prepare employees to deal with barriers effectively. It is often easy to consider language barriers that employees face when working with another culture, but what about nonverbal communication and personal space considerations? These points are not always as obvious. Blank (2014) mentioned misunderstandings can easily occur between cultures, such as women showing assertiveness with men in supervisory positions, when this is not a traditional form of behavior in their culture. Additionally, maintaining less or more personal space when communicating can be very different between cultures. One culture may communicate very close to one another; however another may not be familiar with this and may become uncomfortable when someone is within their personal space.

Blank (2014) also mentioned generational differences, where more mature workers find younger workers to be lazy, or younger workers find more mature workers to be slow or unable to understand technology. Lastly, we must consider status and resistance barriers. In some cultures, there is less emphases placed on seniority and title. Other workers may resist change because they are stuck in their stereotype of people who are “different” from themselves (Blank, 2014). Understanding and recognizing these barriers is important to work group development and success.

Communication and productivity can improve and misunderstandings decrease if cultural diversity is welcomed and understood in the workplace. As Blanding (2013) so accurately proclaimed, “managing cultural conflict in an organization creates a more harmonious workplace, and ensures that you reap the creative benefits of multiculturalism.” Times are changing and it is important that we respect the differences among cultures, to create a successful work environment.

 

References

Blank, C. (2014). Cultural Barriers in the Workplace. Retrieved from Chron: http://smallbusiness.chron.com/cultural-barriers-workplace-22617.html

Blanding, M. (2013, December 9). How Cultural Conflict Undermines Workplace Creativity. Retrieved from Forbes.com: http://www.forbes.com/sites/hbsworkingknowledge/2013/12/09/how-cultural-conflict-undermines-workplace-creativity/

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage.

Martin, P. (n.d.). What is Culture. Retrieved from http://socialstudies.pppst.com/culture.html

Are Women in Leadership Really Different From Their Male Counterparts?

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I recently read an article that discussed the traits that are undervalued of women in leadership positions. Llopis (2014) outlined several key traits including opportunity-driven, strategic, passionate, and entrepreneurial, and purposeful and meaningful, as traits that make women unique in leadership. Northouse(2013) may not outline these traits in the same manner, but he too expressed that effective leadership can be present in both a male or a female.

Women photo

(Forbes.com)

Small differences in traits such as integrity, assertiveness, and risk taking have been found between a male and female leader, however men tend to be quicker to ask for what they want (Northouse, 2013). Often, when women possess these traits that are viewed as negative traits and unbecoming of a female. However, overall, research is telling us that both women and men possess effective leadership styles that are not very different from one another.

Although, I must say, I applaud Llopis (2014) and his effort to point out some of the key traits that we often miss in female leaders. He based his opinion of women in leadership on his experience, but I tend to agree with what he has witnessed. Women will likely look at the big picture and see the points that others do not see (Llopis, 2014). Women also tend to be stereotyped as emotional leaders. However, do not mixed up “passion in the pursuit of excellence”, as emotional weakness (Llopis, 2014). Women tend to want to get this done and make their mark, thus they passionately pursue new possibilities and opportunities. Could this be due to the stereotypes that women face, when in leadership positions?

A Gallup poll, recently discovered that if employees were given the choice between a male or female boss, they would lean toward a male boss (Baxter, 2013). Why is this? Baxter (2013) contends that it is due to the view that women are followers, whereas men are leaders. Is it possible that psychologically we have created a norm that places women below men? Masculine traits of leadership such as creative, commanding, or masterful, do not fit with our view of a woman (Baxter, 2013). There are four roles that women become trapped in, which have been termed “role traps” and include: “the pet, the mother, the battle-axe, and the seductress” (Baxter, 2013).

The pet is the sweet and cute girl who we all like and is the bosses pet. The mother is the frumpy and mumsy schoolmistress in a traditional form. The seductress knows how to play the field with her witchy and man-eating ways, whereas the battle-axe takes on a tough, mean and bossy approach, much like a male. Sadly, as Baxter (2013) stated, these role traps are subconscious and hard to break, which creates a barrier for women. The article by Llopis (2014) stated that women are strategic, and another by Baxter (2013) said that strategy can be viewed as a sly act to control. Are women passionate about their leadership or flirty? Are we placing stereotypes on women that are not accurate and how do we break that mold and move forward with women in leadership?

Baxter (2013) asserted that “we have been raised in a culture that has historically constructed successful leaders as male and the “great man” theory of leadership prevails in the western world”. Breaking down these masculine archetypes and understanding that women in leadership are not much different then men, is very important in continued leadership success and organizational development (Baxter, 2013).

 References

Baxter, J. (2013, December 9). How to beat the female leadership stereotypes. Retrieved from The Guardian: http://www.theguardian.com/women-in-leadership/2013/dec/09/beat-female-leadership-stereotype

Llopis, G. (2014, February 3). The Most Undervalued Traits Of Women. Retrieved from Forbes.com: http://www.forbes.com/sites/glennllopis/2014/02/03/the-most-undervalued-leadership-traits-of-women/

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage.

Transparent Leadership

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Being authentic and transparent in a relationship, let alone in leadership, can be scary and risky. I recently read an article in Psychology Today that discussed authentic leaders and the need to behave consistently, have a good understanding of self, show authenticity through deeds, and maintain honesty in communication (Sindell & Sindell, 2014).

To truly know our self, we must “understand who we are, how we want to be perceived, as well as what we aspire to be” (Sindell & Sindell, 2014). This corresponds with Northouse (2013) and his intrapersonal definition of one viewpoint of an authentic leader, which focuses closely on  the leader and the leader’s “self-knowledge, self-regulation, and self-concept” (p. 254). Essentially, life experiences have the power to form a genuine leader who leads with heart and conviction (Northouse, 2013).

Northouse (2013) discussed Bill George’s authentic leadership approach, which focused on the characteristics of authentic leaders. Based on George’s research, authentic leaders “have a genuine desire to serve others, they know themselves, and they feel free to lead from their core values” (Northouse, 2013, p.258). He goes on to break down the five basic characteristics authentic leaders possess based on George’s research which include, an understanding of their purpose, strong values about right and wrong, established trusting relationship with others, self-discipline and actions based on values, and passion about their mission (Northouse, 2013, p. 258).

So, how does a leader take their experiences and show genuine care and service to their followers? What is different about them from other leaders? As I consider a leader who acts authentically, I think of transparency. If I visualize something that is transparent, nothing is hidden. We can see through it, even in its solid and independent state. It is not weak or easily broken into, but rather open and forthcoming with what is inside. However, humans are not clear, in the same way that this coin purse is, so how do leaders show transparency?

See thru purse Photo

(Sterling Mail Order)

Transparency is defined by Webster’s dictionary as “easy to notice or understand, honest and open, not secretive” (Merriam-Webster). I believe this supports Northouse’s (2013) points on relational transparency, and “presenting ones true self” (p. 264). In relationship transparency, we share both the good and bad parts of ourselves with others, which also means sharing our feelings and motives. I believe it is here that our past experiences can come to life and support our authenticity, thus creating relationships of trust.

I know I have felt more at ease with a leader when they show they are human and not above me. If I see them struggle with stress of a disappointment, it makes them human and I can relate to them for a moment. They might not share the details of the disappointment, but in a few words and actions, I can sense that they are being open and honest with me.

If we want to be an authentic leader, we need to be connected with our values, morals and decisions, so we can authentically share them with others. Northouse (2013) sums up relational transparency by saying that it is about “communicating openly and being real in relationships with others” (p. 264). This does not mean that we must share sensitive information with everyone, but rather that we should be open and honest in a genuine way with the information that is appropriate to share. If we take time to soul search, and understand what we truly believe and aspire to be, we can build strong and authentically trusting relationships with our followers.

References

Merriam-Webster. (n.d.). Transparent. Retrieved from Merrism-Webster Dictionary: http://www.merriam-webster.com/dictionary/transparent

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage.

Sindell, T., & Sindell, M. (2014, January 21). Real Leaders Don’t Say They Are Authentic—They Are Authentic. Retrieved from Psychology Today: http://www.psychologytoday.com/collections/201401/true-authenticity-being-real-in-life-work-realtionships-and-yourself/real-leaders?tr=HomeColItem

Sterling Mail Order. (n.d.). Sterling Mail Order. Retrieved from See Thru Coin Purse: http://www.smo.com.au/products.php?product=See-Thru-Coin-Purse

Communication – A Key Skill in Career Success

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The skills approach tells us that “knowledge and abilities are needed for effective leadership” (Northouse, 2013, p.43). Those skills could include technical, human or conceptual skills, as in the three-skill approach, or problem-solving skills, social judgment skills, or knowledge, as in the competencies within the skills model. Communication skills may not be specifically mentioned, however they are critical in maintaining quality social and business relationships.

communication

(RealGoesRight, 2013)

According to the article Social Skills for Successful Career Development, the author contends that both “rapid economic, social and technological changes have turned social skills into an absolute necessity for the achievement of a successful career” (Fragoulis & Phillips, 2011, p.85). As times change, leaders must learn to adapt to the needs of their industry, organization, and followers. Skills such as communication, leadership, flexibility, and adaptability skills are necessary for everyday tasks (Fragoulis & Phillips, 2011). One of the most valuable social skills as found in the research of Fragoulis and Phillips (2011) is communication skills. Communication is not necessarily a one-way proposition, but good leader must know the value of two-way communication skills. This includes more listening then speaking.

Employees should be able to “express clear and convincing messages and ideas and actively listen to their co-workers” (Fragoulis & Phillips, 2011, p. 87). Effective communication does not mean that conflict will never arise. As long as conflict is handled effectively, through good communication and conflict resolution, conflict can be resolved and have positive outcomes for the team. The researchers also found that flexibility and adaptability are valuable due the changes that occur in everyday business. As our social and business environment changes, we must continue to develop our social and communication skills to be successful.

Similarly, our lesson commentary suggests that social judgment skills are a critical part of the social approach. Our commentary quote Mumford et al. (2000) in detailing four specific skills that include “perspective taking (empathy), social perceptiveness (ability to read social cues), behavioral flexibility (ability to adapt solutions to changing circumstances), and social performance (persuasive ability)” (PSU World Campus, 2013, L4). These human skills are valuable in leadership.

The best part about the skills approach, is believing that a leader can learn communication skills if they do not possess them (PSU World Campus, 2013, L4). It is also believed, that a leader can strengthen and hone their skills to grow as a leader if desired. Acquiring the abilities to communicate is an active process that leaders must be willing to undertake for the sake of organizational sustainability.

 

References

Fragoulis I., Phillips N. Social Skills for Successful Career Development. Review of European Studies. 2011 June; 3:85-93.

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage.

PSU World Campus, (2014). Lesson Commentary 4: Skills Approach. Retrieved February 2, 2014, from: https://courses.worldcampus.psu.edu/sp14/psych485/001/content/04_lesson/01_page.html

RealGoesRight, (2013). Communication Is Key. Why Do We Keep Loosing It. Retrieved February 14, 2014, from: http://www.singleblackmale.org/2013/01/23/how-communication-affects-relationships/

The Role of Personality in Leader Effectiveness

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Our personality has an impact on many areas of our life. It can regulate how we interact with our family, our friends, and our spouse. However, could our personality also play a role in our effectiveness as leaders? By reviewing the big five traits of personality, we can better understand how a leader’s personality is perceived by followers and the impact this has on leader effectiveness.

First, it is important to understand the role or personality in our life. Personality drives our automatic or natural tendency in a situation (PSU World Campus, 2014, L2). It is difficult to change a person’s personality, however we can grow and adapt is we become aware of the strengths and weaknesses within our personality (PSU World Campus, 2014, L2). For those in leadership positions, it is even more important that they recognize the impact of their personality. From an observer’s perspective, or from the follower’s perception of the leader based on the leader’s personality, researchers have found a relationship between this perception and the leaders overall performance.

5-Factor-Model

Photo (Thakkar, 2011)

Someone who is perceived as leaderlike tends to hold a few key personality traits. Many of us have heard of the big five factors of personality including dependability, agreeableness, emotional stability, intellectance, and surgency. This list may vary slightly in the defining names for the key traits; however this list is recognized among many cultures. Dependability is the leader’s ability to be hard working and responsible. Agreeableness is the leader’s ability to be sympathetic and good natured. Intellectance is their ability to be open-minded and innovative. Surgency is the leader’s ability to present sociable and assertive qualities. Lastly, emotional stability is the leader’s ability to stay calm, cool and collected in the heat of pressure. Countless studies have found that these personality traits lead to greater leadership performance and effectiveness, while the opposite of these traits leads to ineffectiveness (Hogan, 1994).

Multiple studies including research by Stogdill (1974) and Bentz (1985, 1987, and 1990) found that leadership effectiveness and the big five personality traits are related (as cited in Hogan, 1994). In using measurements such as the Guilford-Marin Personality Inventory, Bentz (1985, 1987, 1990) found that executives at Sears were promoted to higher levels of leadership when they possessed the big five personality factors (as cited in Hogan, 1994). This same research found that the perception of the leader from the followers’ perspective has played a role in leader performance.

This could answer why researchers have also found that overall team performance is affected by the leader’s personality. Followers tend to work harder for leaders who possess these traits. A study performed by Foushee, Chidester, Helmreich (1991), found that flight crews’ performance was directly related to the captain’s personality (as cited in Hogan, 1994). Crews, who had a captain that was emotionally stable, agreeable and confident, were better able to stand up to stress and pressure and made less errors. However, crews who had captains who were hostile or passive aggressive made greater errors and performed poorly.

Leaders have the unique job of persuading individuals within a group to “set aside, for a period of time, their individual concerns and to pursue a common goal that is important for the responsibilities and welfare of the group” (Hogan, 1994, p. 493). In order to continue to persuade and influence followers, it is important the leaders understand how they are perceived by their followers. By recognizing the role of the big 5 personality traits, dependability, agreeableness, emotional stability, intellectance, and surgency in our position to leadership, we can learn to make a greater impact on those who work for us.

 

 

 

References

Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493-504. doi:http://dx.doi.org/10.1037/0003-066X.49.6.493

PSU World Campus, (2014). Lesson Commentary 2: Trait Approach. Retrieved January 20, 2014, from: https://courses.worldcampus.psu.edu/sp14/psych485/001/content/02_lesson/01_page.html

Thakkar, H. (2011, December 7). 5 Factor Model Affecting Personality & Job Performance. Retrieved from Human Resource (HR) Articles: http://www.hrgyaan.com/5-factor-model-affecting-personality-job-performance/

 

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