269:
definition; culture is ‘the collective programming of the mind distinguishing the members of one group or category of people from others.’ To conduct his research, he analyzed a large database of employee value scores collected within IBM between the years 1967 and 1973. There are over 70 countries in the data. Hofstede's primary tenants of culture differentiation are summed up through his research more elaborately but primarily consist of In his model, he identified six dimensions of national culture based on his research. Those dimensions are also used to differentiate countries from each other, based on how countries score on the six dimensions. The scale of scores ranges from 0 to 100. If a score is below 50 it is considered Low and if it is higher than 50 it is considered High in that dimension. Here, although countries are represented with a score, the scores are relative and cannot represent unique individuals. In other words, ‘culture can be only used meaningfully by comparison.’ The relevant scores are proven to be stable over time. Forces that cause cultures to shift are global and therefore there is something affecting the culture in a country, it actually affects many countries at the same time in the world. The model consists of six dimensions; which are Power
Distance, Individualism, Masculinity vs Femininity, Uncertainty Avoidance, Long Term Orientation vs Short Term Normative Orientation and Indulgence vs Restraint. Furthermore, he has published several books and academic articles on the subject in order to light the way for global business leaders as well as academic researchers.
347:, an index which measures the less powerful members of organizations and institutions and how they accept and expect that power is distributed unequally. Power distance indicates how society handles inequalities among people. Countries that have high power distance accept the hierarchical order in which people are in different levels/places and there is no further justification. Therefore, inequalities of power and wealth distribution are allowed in society. On the other hand, countries having low power distance support equality and demand justification for inequalities of power. In these societies, equality and opportunity for everyone is highly reinforced.
283:
36:
360:
versus femininity. Masculinity refers to the degree that which a society values achievement, being the best, heroism, assertiveness, and material rewards for success. In contrast, femininity refers to the values of cooperation, modesty, caring for the weak and quality of life. In a business context,
268:
has performed research for several decades that continues to impact research in global and international arenas of global leadership. Hofstede's research is primarily focused on how values in the workplace are influenced by culture. According to him, all behaviours are determined by culture. In his
1299:
McDonald, D. P., McGuire, G., Johnston, J., Selmeski, B., & Abbe, A. (2008). Developing and managing cross-cultural competence within the department of defense: Recommendations for learning and assessment (C.-C. F. T. R. W. S. 2, Trans.) (pp. 44): Department of Equal
Opportunity Management
374:
values associated with Long Term
Orientation are thrift and perseverance; values associated with Short Term Orientation are respected for tradition, fulfilling social obligations, and protecting one's 'face'. This dimension is created to understand the long term orientation of mainly Asian cultures
391:
The GLOBE (Global
Leadership and Organizational Behavior Effectiveness) research project took Hofstede's original 1980 research findings (Hofstede, 1980) and dedicated an entire academic effort to exploring the differences between cultures (Hofstede, 1980). “Conceived in 1991 by Robert J. House of
353:
as is juxtaposed to its opposite, collectivism, which is the measure to which individuals are comfortably integrated into groups. The society's point of view on this dimension is reflected in whether people's self-image is defined in terms of ‘I’ or ‘We’. Or similarly, it is the difference between
211:
and his team established for the U.S. Department of
Defense a set of 40 general cross-cultural learning statements (knowledge, skills, and personal characteristics) were recommended by a DoD focus group in order to foster the career development of cross-cultural competence in military and civilian
381:
versus restraint refers to the extent to which members of a society try to control their desires and impulses. Whereas indulgent societies have a tendency to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun, restrained societies have a
1080:
McDonald, D. P., McGuire, G., Johnston, J., Selmeski, B., & Abbe, A. (2008). Developing and managing cross-cultural competence within the department of defense: Recommendations for learning and assessment (C.-C. F. T. R. W. S. 2, Trans.) (pp. 44): Department of Equal
Opportunity Management
367:
deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. Countries having high uncertainty avoidance have very strict rules of belief and behaviour and they are intolerant of ideas or behaviour otherwise. Countries having low uncertainty
135:
by leveraging a global mindset. Today, global leaders must be capable of connecting "people across countries and engage them to global team collaboration in order to facilitate complex processes of knowledge sharing across the globe" Personality characteristics, as well as a cross-cultural
354:
the individual above the society vs society above the individual. In individualistic countries, there is a high valuation of people's time, their need for independence and their privacy. On the other hand, collectivist countries are more supportive of harmony in society.
1015:
Gehrke, B., Claes, M.-T. (2017). Leadership and global understanding in J. Marques & S.-G. D'himan, Norma (Eds.), Leadership today: Practices for personal and professional performance (pp. 371-385). Switzerland: Springer
International
424:
The GLOBE researchers used acquired data to put nations into cultural clusters that are grouped based upon cultural similarities due to shared geography and climate conditions, which all influence perceptions and behavior:
1267:
Chhokar, Jagdeep S., Brodbeck, Felix C., House, Robert J. (eds.). (2008). Culture and
Leadership across the World: The GLOBE Book of In-Depth Studies of 25 Societies. New York: Taylor & Francis. 1,200
1293:
House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. (eds.). (2004). Culture, Leadership, and
Organizations: The GLOBE Study of 62 Societies. Thousand Oaks: Sage Publications. 880 pp.
950:
characterized by demonstrating integrity, decisiveness, and performance-oriented by appearing visionary, inspirational and self-sacrificing, but can also be toxic and allow for autocratic commanding.
935:
into six encompassing dimensions of global leadership and made a recommendation about how the dimensions of culture and leadership could distinguish the influences of one country from another.
1296:
Javidan, M., & Dastmalchian, A. (2009). Managerial implications of the GLOBE project: A study of 62 societies. Asia
Pacific Journal of Human Resources, 47(1), 41.
208:
881:
reflects the degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.
199:
in order to embrace and effectively guide the evolution of mankind through the continued blurring and integration of national, economic and social strategies.
375:
and their respect for tradition. In the business world, long-term orientation and short term orientation are referred to as being pragmatic and normative.
995:
continues to thrive and change, and the concept of global leadership will adapt to serve the best interest of a world being made incrementally smaller.
95:
of the key elements that future leaders in all realms of the personal experience should acquire to effectively familiarize themselves with the
970:
characterized by self-centred, face-saving, procedural behaviour capable of inducing conflict when necessary while being conscious of status
17:
1330:
1284:
Hofstede, G. (1980). Motivation, leadership, and organization: do American theories apply abroad? Organizational Dynamics, Summer, 42–63.
848:
is the degree to which individuals in organizations or societies are assertive, confrontational, and aggressive in social relationships.
304:
330:
75:
57:
915:
is defined as the extent to which members of an organization or society strive to avoid uncertainty by reliance on social norms,
909:
is defined as the degree to which members of an organization or society expect and agree that power should be unequally shared.
160:
46:
212:
personnel. The roles of aptitude and appropriate training components in the development of global leadership were reviewed by
308:
400:, and led by Professor House, the GLOBE Project directly involved 170 “country co-investigators” based in 62 of the world's
1275:
1249:
404:
as well as a 14-member group of coordinators and research associates. This international team collected data from 17,300
1345:
887:
reflects the degree to which individuals express pride, loyalty and cohesiveness in their organizations or families.
397:
868:
is the degree to which individuals in organizations or societies encourage and reward individuals for being fair,
1065:
876:
1325:
293:
839:
312:
297:
124:
1092:
1068:
Global Leadership. Indiana Institute of Technology. Fort Wayne, IN. Retrieved from www.paulhayesjr.com or
1027:
858:
or societies engage in future-oriented behaviours such as planning, investing in the future, and delaying
176:
1069:
976:
characterized by (non-autocratic) participative behaviour that is supportive of those who are being led.
132:
112:
931:
After an extensive review of the research, the GLOBE strategically grouped over 21 primary leadership
1287:
Hofstede, G., & Hofstede, G. J. (1967–2009). itim international Retrieved November 3, 2010, from
1129:
Hofstede, G., & Hofstede, G. J. (1967-2009). itim international Retrieved November 3, 2010, from
829:
1315:
92:
50:
that states a Knowledge editor's personal feelings or presents an original argument about a topic.
409:
207:
Daniel P. McDonald, executive director of Research, Development and Strategic Initiatives at the
408:
in 951 organizations. They used qualitative methods to assist their development of quantitative
1112:
1047:
220:
1178:
412:.” The research identified nine cultural competencies and grouped the 62 countries into ten
1320:
1104:
1039:
924:
144:
1279:
1271:
Grove, C. (2005). Introduction to the GLOBE Research Project on Leadership Worldwide from
1253:
1245:
Grove, C. (2005). Introduction to the GLOBE Research Project on Leadership Worldwide from
635:
213:
894:
575:
405:
393:
265:
128:
1339:
992:
859:
855:
659:
455:
251:
246:
196:
123:
occurs when an individual or individuals navigate collaborative efforts of different
116:
382:
conviction that such gratification needs to be curbed and regulated by strict norms.
961:
920:
809:
519:
439:
1272:
1246:
943:
The six Globe dimensions of culturally endorsed implicit leadership (CLT) are:
785:
728:
684:
655:
647:
627:
543:
447:
282:
241:
140:
108:
1108:
1043:
932:
869:
765:
668:
413:
235:
192:
152:
148:
120:
100:
96:
1116:
1051:
957:
769:
704:
692:
672:
587:
539:
535:
435:
232:
226:
180:
104:
18:
Global Leadership and Organizational Behavior Effectiveness Research Project
982:
characterized by modesty and compassion for others in an altruistic fashion
361:
Masculinity versus Femininity may identify “tough versus tender” cultures.
1028:"Dynamic cross-cultural competencies and global leadership effectiveness"
805:
777:
773:
761:
716:
688:
607:
579:
567:
401:
168:
156:
916:
900:
835:
813:
797:
745:
737:
696:
676:
651:
643:
631:
611:
595:
571:
563:
555:
515:
491:
487:
471:
463:
451:
431:
254:
184:
1070:
https://www.academia.edu/4122423/Global_virtual_leadership_and_avatars
960:, administratively competent, team collaboration and integration. A
891:
801:
789:
749:
741:
724:
700:
680:
615:
603:
599:
591:
583:
531:
503:
479:
443:
1310:
1228:
1210:
1192:
1160:
1142:
757:
720:
712:
551:
547:
499:
495:
483:
475:
467:
188:
172:
164:
1288:
1130:
191:
through these developments have been collectively focused on the
136:
experience, appear to influence effectiveness in global leaders.
781:
523:
507:
511:
276:
29:
1331:
In the Eye of the Beholder: A Global Leader’s Complex Reality
964:
would be malevolent alienating the team, but driving cohesion
903:
minimizes gender role differences and gender discrimination.
159:
and other forms of human interaction based on the speed of
47:
personal reflection, personal essay, or argumentative essay
53:
988:
being able to function without constant consultations.
416:
societal clusters (Javidan & Dastmalchian, 2009).
872:, friendly, generous, caring, and kind to others.
834:refers to the extent to which an organization or
179:design, and significant shifts in geopolitical
209:Defense Equal Opportunity Management Institute
187:it will take leaders to successfully navigate
1316:Leadership Dimensions: Culture and Leadership
1273:http://www.grovewell.com/pub-GLOBE-intro.html
1247:http://www.grovewell.com/pub-GLOBE-intro.html
939:Culturally endorsed implicit leadership (CLT)
163:) and a host of meaningful new concerns face
8:
899:is the extent to which an organization or a
311:. Unsourced material may be challenged and
823:The nine GLOBE cultural competencies are:
167:; consisting of but not limited to: human
838:encourages and rewards group members for
331:Learn how and when to remove this message
76:Learn how and when to remove this message
1064:Hayes, P. (2011). Global Leadership and
1026:Caligiuri, PM; Tarique, I (2012-10-01).
885:Collectivism II: In-group collectivism -
1008:
854:is the degree to which individuals in
368:avoidance have more relaxed attitudes.
139:As a result of trends, starting with
7:
309:adding citations to reliable sources
272:
25:
365:Uncertainty Avoidance Index (UAI)
1097:Human Resource Management Review
879:I: Institutional collectivism -
281:
34:
27:Interdisciplinary field of study
1289:http://www.geert-hofstede.com/
1131:http://www.geert-hofstede.com/
731:(French and Italian speaking)
273:Hofstede's cultural dimensions
203:Cross-cultural competence (3C)
1:
1091:Caligiuri, PM (2006-06-01).
115:and sociological effects of
1093:"Developing global leaders"
923:practices to alleviate the
846:Assertiveness orientation -
819:GLOBE cultural competencies
372:Long-Term Orientation (LTO)
1362:
1109:10.1016/j.hrmr.2006.03.009
398:University of Pennsylvania
345:Power Distance Index (PDI)
229:flexibility & openness
1066:Human Systems Integration
1044:10.1016/j.jwb.2012.01.014
1032:Journal of World Business
948:Charismatic/value-based –
877:Bureaucratic collectivism
1326:Cultural Cluster diagram
155:, (brought about by the
913:Uncertainty avoidance -
840:performance improvement
420:Globe cultural clusters
93:interdisciplinary study
177:international business
56:by rewriting it in an
636:Dutch-speaking France
131:complexity towards a
866:Humane orientation -
852:Future orientation -
305:improve this section
980:Human orientation –
351:Individualism (ADV)
147:by the increase in
1346:Leadership studies
1311:Geert-hofstede.com
1278:2011-08-07 at the
1252:2011-08-07 at the
1233:geert-hofstede.com
1215:geert-hofstede.com
1197:geert-hofstede.com
1179:"National Culture"
1165:geert-hofstede.com
1147:geert-hofstede.com
646:, German-speaking
183:. The talent and
161:computer-mediation
58:encyclopedic style
45:is written like a
1321:Cultural Clusters
968:Self-protective –
956:characterized by
927:of future events.
795:Sub-Sahara Africa
358:Masculinity (MAS)
341:
340:
333:
89:Global leadership
86:
85:
78:
16:(Redirected from
1353:
1256:
1243:
1237:
1236:
1225:
1219:
1218:
1207:
1201:
1200:
1189:
1183:
1182:
1175:
1169:
1168:
1157:
1151:
1150:
1139:
1133:
1127:
1121:
1120:
1088:
1082:
1078:
1072:
1062:
1056:
1055:
1023:
1017:
1013:
925:unpredictability
907:Power distance -
812:(Black Sample),
442:(white sample),
379:Indulgence (IVR)
336:
329:
325:
322:
316:
285:
277:
81:
74:
70:
67:
61:
38:
37:
30:
21:
1361:
1360:
1356:
1355:
1354:
1352:
1351:
1350:
1336:
1335:
1307:
1280:Wayback Machine
1259:
1254:Wayback Machine
1244:
1240:
1227:
1226:
1222:
1209:
1208:
1204:
1191:
1190:
1186:
1177:
1176:
1172:
1159:
1158:
1154:
1141:
1140:
1136:
1128:
1124:
1090:
1089:
1085:
1079:
1075:
1063:
1059:
1025:
1024:
1020:
1014:
1010:
1001:
974:Participative –
954:Team-oriented –
941:
842:and excellence.
821:
640:German-speaking
621:Germanic Europe
422:
406:middle managers
389:
337:
326:
320:
317:
302:
286:
275:
263:
205:
113:anthropological
82:
71:
65:
62:
54:help improve it
51:
39:
35:
28:
23:
22:
15:
12:
11:
5:
1359:
1357:
1349:
1348:
1338:
1337:
1334:
1333:
1328:
1323:
1318:
1313:
1306:
1305:External links
1303:
1302:
1301:
1297:
1294:
1291:
1285:
1282:
1269:
1258:
1257:
1238:
1220:
1202:
1184:
1170:
1152:
1134:
1122:
1103:(2): 219–228.
1083:
1073:
1057:
1038:(4): 612–622.
1018:
1007:
1000:
997:
990:
989:
983:
977:
971:
965:
951:
940:
937:
929:
928:
910:
904:
895:egalitarianism
888:
882:
873:
863:
849:
843:
820:
817:
624:Dutch-speaking
576:Czech Republic
561:Eastern Europe
529:Confucian Asia
429:Anglo Cultures
421:
418:
394:Wharton School
388:
385:
384:
383:
376:
369:
362:
355:
348:
339:
338:
289:
287:
280:
274:
271:
266:Geert Hofstede
262:
261:Geert Hofstede
259:
258:
257:
249:
244:
238:
230:
224:
204:
201:
84:
83:
42:
40:
33:
26:
24:
14:
13:
10:
9:
6:
4:
3:
2:
1358:
1347:
1344:
1343:
1341:
1332:
1329:
1327:
1324:
1322:
1319:
1317:
1314:
1312:
1309:
1308:
1304:
1298:
1295:
1292:
1290:
1286:
1283:
1281:
1277:
1274:
1270:
1266:
1265:
1264:
1263:
1255:
1251:
1248:
1242:
1239:
1234:
1230:
1224:
1221:
1216:
1212:
1206:
1203:
1198:
1194:
1188:
1185:
1180:
1174:
1171:
1166:
1162:
1156:
1153:
1148:
1144:
1138:
1135:
1132:
1126:
1123:
1118:
1114:
1110:
1106:
1102:
1098:
1094:
1087:
1084:
1077:
1074:
1071:
1067:
1061:
1058:
1053:
1049:
1045:
1041:
1037:
1033:
1029:
1022:
1019:
1012:
1009:
1006:
1005:
998:
996:
994:
993:Globalization
987:
984:
981:
978:
975:
972:
969:
966:
963:
959:
955:
952:
949:
946:
945:
944:
938:
936:
934:
926:
922:
918:
914:
911:
908:
905:
902:
898:
896:
893:
889:
886:
883:
880:
878:
874:
871:
867:
864:
861:
860:gratification
857:
856:organizations
853:
850:
847:
844:
841:
837:
833:
831:
826:
825:
824:
818:
816:
815:
811:
807:
803:
799:
796:
792:
791:
787:
783:
779:
775:
771:
767:
763:
759:
756:
755:Southern Asia
752:
751:
747:
743:
739:
736:
735:Nordic Europe
732:
730:
726:
722:
718:
714:
711:
707:
706:
702:
698:
694:
690:
686:
682:
678:
674:
670:
667:
666:Latin America
663:
661:
660:Liechtenstein
657:
653:
649:
645:
641:
637:
633:
629:
625:
622:
618:
617:
613:
609:
605:
601:
597:
593:
589:
585:
581:
577:
573:
569:
565:
562:
558:
557:
553:
549:
545:
541:
537:
533:
530:
526:
525:
521:
517:
513:
509:
505:
501:
497:
493:
489:
485:
481:
477:
473:
469:
465:
462:
461:Arab Cultures
458:
457:
456:United States
453:
449:
445:
441:
437:
433:
430:
426:
419:
417:
415:
411:
407:
403:
399:
395:
387:Project GLOBE
386:
380:
377:
373:
370:
366:
363:
359:
356:
352:
349:
346:
343:
342:
335:
332:
324:
314:
310:
306:
300:
299:
295:
290:This section
288:
284:
279:
278:
270:
267:
260:
256:
253:
252:Ethnocultural
250:
248:
247:Self-efficacy
245:
243:
240:Tolerance of
239:
237:
234:
231:
228:
225:
222:
219:
218:
217:
215:
210:
202:
200:
198:
197:globalization
194:
190:
186:
182:
178:
174:
170:
166:
162:
158:
154:
150:
146:
142:
137:
134:
130:
129:environmental
126:
122:
118:
117:globalization
114:
110:
106:
102:
101:physiological
98:
97:psychological
94:
90:
80:
77:
69:
66:December 2020
59:
55:
49:
48:
43:This article
41:
32:
31:
19:
1262:Bibliography
1261:
1260:
1241:
1232:
1223:
1214:
1205:
1196:
1187:
1173:
1164:
1155:
1146:
1137:
1125:
1100:
1096:
1086:
1076:
1060:
1035:
1031:
1021:
1011:
1003:
1002:
991:
986:Autonomous –
985:
979:
973:
967:
962:toxic leader
953:
947:
942:
930:
921:bureaucratic
912:
906:
890:
884:
875:
865:
851:
845:
828:Performance
827:
822:
810:South Africa
794:
793:
754:
753:
734:
733:
710:Latin Europe
709:
708:
665:
664:
639:
623:
620:
619:
560:
559:
528:
527:
520:Saudi Arabia
460:
459:
440:South Africa
428:
427:
423:
390:
378:
371:
364:
357:
350:
344:
327:
318:
303:Please help
291:
264:
206:
138:
125:stakeholders
109:geopolitical
105:geographical
88:
87:
72:
63:
44:
1016:Publishing.
830:orientation
786:Philippines
729:Switzerland
685:El Salvador
656:South Tyrol
648:Switzerland
628:Netherlands
544:South Korea
448:New Zealand
410:instruments
242:uncertainty
221:Willingness
169:enterprises
145:perpetuated
141:colonialism
1300:Institute.
999:References
958:diplomatic
933:dimensions
870:altruistic
766:Bangladesh
669:Costa Rica
414:convenient
321:April 2016
236:regulation
193:phenomenon
153:innovation
149:mass media
121:leadership
1117:1053-4822
1081:Institute
1052:1090-9516
770:Indonesia
705:Argentina
693:Guatemala
673:Venezuela
588:Lithuania
540:Hong Kong
536:Singapore
436:Australia
292:does not
233:Emotional
227:Cognitive
223:to engage
216:in 2006.
214:Caligiuri
181:paradigms
119:. Global
1340:Category
1276:Archived
1250:Archived
806:Zimbabwe
778:Thailand
774:Malaysia
762:Pakistan
717:Portugal
689:Colombia
608:Slovenia
580:Slovakia
568:Bulgaria
402:cultures
189:humanity
157:Internet
127:through
917:rituals
901:society
836:society
814:Nigeria
798:Namibia
746:Denmark
738:Finland
697:Bolivia
677:Ecuador
652:Germany
644:Austria
632:Belgium
612:Albania
596:Estonia
572:Romania
564:Hungary
556:Vietnam
516:Bahrain
492:Lebanon
488:Tunisia
472:Morocco
464:Algeria
452:Ireland
432:England
396:of the
313:removed
298:sources
255:empathy
185:insight
171:toward
165:mankind
91:is the
52:Please
1229:"Home"
1211:"Home"
1193:"Home"
1161:"Home"
1143:"Home"
1115:
1050:
919:, and
892:Gender
802:Zambia
790:Turkey
750:Norway
742:Sweden
725:France
701:Brazil
681:Mexico
616:Russia
604:Greece
600:Serbia
592:Latvia
584:Poland
532:Taiwan
504:Jordan
480:Kuwait
444:Canada
133:vision
1004:Notes
758:India
721:Spain
713:Italy
552:Japan
548:China
500:Yemen
496:Syria
484:Libya
476:Egypt
468:Qatar
173:peace
1113:ISSN
1048:ISSN
782:Iran
634:and
524:Oman
508:Iraq
392:the
296:any
294:cite
143:and
1268:pp.
1105:doi
1040:doi
512:UAE
307:by
195:of
1342::
1231:.
1213:.
1195:.
1163:.
1145:.
1111:.
1101:16
1099:.
1095:.
1046:.
1036:47
1034:.
1030:.
808:,
804:,
800:,
788:,
784:,
780:,
776:,
772:,
768:,
764:,
760:,
748:,
744:,
740:,
727:,
723:,
719:,
715:,
703:,
699:,
695:,
691:,
687:,
683:,
679:,
675:,
671:,
662:)
658:,
654:,
650:,
638:)
630:,
614:,
610:,
606:,
602:,
598:,
594:,
590:,
586:,
582:,
578:,
574:,
570:,
566:,
554:,
550:,
546:,
542:,
538:,
534:,
522:,
518:,
514:,
510:,
506:,
502:,
498:,
494:,
490:,
486:,
482:,
478:,
474:,
470:,
466:,
454:,
450:,
446:,
438:,
434:,
175:,
151:,
111:,
107:,
103:,
99:,
1235:.
1217:.
1199:.
1181:.
1167:.
1149:.
1119:.
1107::
1054:.
1042::
897:-
862:.
832:-
642:(
626:(
334:)
328:(
323:)
319:(
315:.
301:.
79:)
73:(
68:)
64:(
60:.
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.