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A.I.M. - a Cultural Contingency Approach to Situational Leadership

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A.I.M. - a Cultural Contingency Approach to Situational Leadership
Table of Contents
1. INTRODUCTION .................................................................................................... 2 2. HERSEY’S AND BLANCHARD’S SITUATIONAL LEADERSHIP MODEL ........... 3 3. SITUATIONAL LEADERSHIP & HOFSTEDE’S CULTURAL DIMENSIONS ........ 4

A.I.M.
A Cultural Contingency Approach to Situational Leadership

3.1. Power Distance...............................................................................................................4 3.2. Individualism .................................................................................................................8 3.3. Uncertainty Avoidance ................................................................................................ 11 3.4. Masculinity & Femininity............................................................................................ 14 4. SITUATIONAL LEADERSHIP & TROMPENAAR’S CULTURAL DIMENSIONS 17 4.1. Specific vs. Diffuse ....................................................................................................... 17 4.2. Internal vs. External Locus of Control ....................................................................... 21 4.3. Sequential vs. Synchronous Time Orientation ........................................................... 24 4.4. Humane Orientation .................................................................................................... 27 4.5. Universalism and Particularism.................................................................................. 30 4.6. Neutral and Affective ................................................................................................... 32 4.7. Achievement and Ascription ....................................................................................... 34 5. CONCLUSION ..................................................................................................... 36 6. REFERENCES


References: Carmona, Liz (2001), Cultural Influence on Just World Beliefs http://www.muohio.edu/psybersite/justworld/culture.htx (Dec 2) Colorado Library Marketing Council (2001) http://www.clmc.org/Resources%20Files/loc-links.htm (Dec 6) Hersey, Paul, Kenneth H. Blanchard, and Dewey E. Johnson (2001), Management of Organizational Behavior, Upper Saddle River, NJ. Hersey, Paul, and Kenneth H. Blanchard (1969), Life Cycle Theory of Leadership, Training and Development Journal, May 1969. Hodgetts, Richard M., and Fred Luthans (2000), International Management: Culture Strategy and Behavior, Boston. Hofstede, Geert (1991), Cultures and Organizations: Software of the Mind, London: McGraw-Hill. Hofstede, Geert (1980), Culture’s Consequences: International Differences in WorkRelated Values, Beverly Hills, CA: Sage. Human Assets Limited (2001), Selecting and Developing your Future Leaders to Operate Globally. http://www.humanassets.co.uk/intlead.htm (Dec 8) Marcus, Aaron (2000), Cultural Dimensions and Global Web User-Interface Design: What? So What? Now What? http://www.tri.sbc.com/hfweb/marcus/hfweb00_marcus.html (Dec 5) Moulder, James (1998), the past, the present, and the future http://forum.learningspace.com.au/web1/James/Read5350.nsf/4b87ed3c8b31 d97c4a25664c003a16c9/e17ebe0f4a642bf4ca256900007b3850?OpenDocum ent (Dec 8) Stanford University, Career Planning WebPages (2001) http://www.stanford.edu/group/scie/Career/Wisdom/spec_dif.htm (Dec 5) University of Teeside, Cultural Background (2001) http://sbm-intranet.tees.ac.uk/International/pcm/ccd_block3b.htm (Dec 4) University of Teeside, Cultural Background (2001) http://sbm-intranet.tees.ac.uk/International/ccd/ccd_block2b.htm (Dec 4) 36 37
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