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Reflections on type of leadership for the organization

Whenever there are conflicts, it may be advisable to study the causes. If these are due to leadership problem, then the cultural and leadership style will need to be assessed deeply. The important point is to see if a combination of leadership style can give the required solution or if some specialized solutions are needed. (Francesco and Gold, 2005, p. 210 – 222) The perception of conflict by different culture will define how they tackle the problem. Therefore leaders need to be aware of the best approaches for resolution.

This also means that both low and high context of culture will perceive conflict differently. (Francesco and Gold, 2005, p. 210 – 222) Reflections on type of le...

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...adership for the organization Following the project GLOBE, I think there are various leadership style that will be used to manage the various cultural diversities. High uncertainty avoidance type of worker’s culture will imply that the leader must give specific instructions so that work can be completed to satisfaction. High power distant workers will imply that the leadership must do closer supervision to get work executed.

The leader may also use participative style to interact with the worker. (Francesco and Gold, 2005, p. 210 – 222). If the workers have a collectivist culture, I think that individualistic task will not yield the desired results. Therefore the leader need to have them work in teams of groups to make ends meet. An organization that has feminine culture will imply that the leader must conform in the allocation of duties and immediate leadership or supervisory role along the feminine considerations.

If the workers culture is need for assertiveness in order for tasks to be completed, I think the leader will also have to follow the same style otherwise there will be under performance. (Francesco and Gold, 2005, p. 210 – 222) Workers who have less regard for future orientation will imply that the leadership change tact and be carefully managed with less forward planning and activities like investment. I think these workers will tend to delay plans if they perceive that the process has no immediate urgency. If the workers are performance orientated the reflection is that the leaders must set up a reward scheme.

Finally, if the work culture is humane, the implication is that the leaders must show care, friendliness and generosity so that the workers can do well on tasks. (Francesco and Gold, 2005, p. 210 – 222) With regard to the project GLOBE, I think it is worthy to note that culture vary. The implication is that the leaders must also vary their styles globally to suite. Whenever there are leadership role that are global in scope, the priorities need to be given to those who understand that culture deeply first. This will ensure that there is lesser conflict.

The reflection here is that managers should try and interact with others in different cultures so that they become conversant and illegible for such opportunities. Finally, this project has shown good support for charismatic and transformational leadership as one that is coming up strongly in the global trends. (Francesco and Gold, 2005, p. 210 – 222) In conflict resolution, the reflection is for managers to first classify the parties as either low context or high context cultured in order for them to identify the correct step to be followed for a harmonious settlement.The same is applicable in business scenario. (Francesco and Gold, 2005, p. 210 – 222)


Alanazi, F. M. , and Rodrigues, A. , (2003) “Power Bases and Attribution in Three Cultures. ” The Journal of Social Psychology 143, no. 3 (June): 375–395. Alvesson, Mats, and Per Olof Berg. (1992. ) Corporate Culture and Organizational Symbolism: An Overview. Berlin: Walter de Gruyter & Co. Bradt, R. (1998). Virtual Organizations: A simple Taxonomy, Infothink. Christensen, Clayton M. (1997. ) The Innovator’s Dilemma. Boston: Harvard Business School

Press. Deal, T. E. , and Allan A. K. , (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, MA: Addison-Wesley Publishing Co. Denison, D. R. , (1990). Corporate Culture and Organizational Effectiveness. New York: John Wiley & Sons. Francesco, A. M. , and Gold B. A. , (2005). International Organizational Behavior (2nd ed) Pearson Prentice Hall: Upper Saddle River, New Jersey. French, J. P. R. , Jr. , and B. Raven. (1959). “The Bases of Social Power. ” In Studies in Social Power. Dorwin Cartwright, ed. Ann Arbor, MI: Unive

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