What are some of the particular cultural behaviors and practices identified to be characteristics of the effective leader in various culture?
In human-oriented leadership, there are two behaviors, which have been identified to be characteristic of the effective leader in various cultures. These two cultural behaviors are modesty and humane orientation. In different organization and societies in the world, the effective leader contains the modesty, as it depicts the integrations with the tradition of people and avoids anything, which hurt people (Wang, Waldman, & Zhang, 2012). Perfect modesty is a perfect behavior of an effective leader in a different culture. In addition, human orientation is another feature of effective leaders, as all decisions and paths which are to be created are based on human needs and betterment. Interestingly, these characteristics of the effective leaders can be seen in different cultures. However, the insights may differ, depending on the culture type. These leaders shape these behaviors differently in the different culture for better interactions and results (Dorfman, Javidan, Hanges, Dastmalchian, & House, 2012).
Are their leader behaviors, attributes and organizational practices that are accepted and effective in only some culture?
A prominent leadership behavior in some cultures is moral value creation. In western countries such as the United States, Canada, and Germany, the leaders usually accept their mistakes and make the changes instead of sticking to the old ones. They want to create moral values for people to let them learn from the situation. For Instance, the leaders in the western countries usually resign due to any incident. On the other hand, in an organization, in western culture, the leaders usually want to take the credit of success. For Instance, a chief executive officer of the company can take the credit of success despite having the prominent team efforts. Thus, these behaviors are visible in some cultures, and interestingly, in some cultures, we can observe it quite conversely. Conversely, in Asian culture, the leaders seem quite certain of themselves (Dickson, Castano, Magomaeva, & Den Hartog, 2012).
References
Dickson, M. W., Castano, N., Magomaeva, A., & Den Hartog, D. N. (2012). Conceptualizing leadership across cultures. Journal of World Business, 47(4), 483-492.
Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A., & House, R. (2012). GLOBE: A twenty-year journey into the intriguing world of culture and leadership. Journal of World Business, 47(4), 504-518.
Wang, H., Waldman, D. A., & Zhang, H. (2012). Strategic leadership across cultures: Current findings and future research directions. Journal of World Business, 47(4), 571-580.
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