GLOBE Framework

11 Key excerpts on "GLOBE Framework"

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  Management across Cultures

  Challenges, Strategies, and Skills

  • Richard M. Steers, Joyce S. Osland(Authors)
  • 2019(Publication Date)
  • Cambridge University Press

    (Publisher)

  This approach illustrates how managers can develop leadership capabilities that can be used across cultures. These are not competing models. That is, while each model has a different focus, both can be used in tandem to help develop global leadership skills. The comparative leadership approach is illustrated by the GLOBE project (see Chapter 2 ). This project was conducted by Robert J. House, Paul J. Hanges, Mansour Javidan, Peter W. Dorfman, and Vipin Gupta. The GLOBE leadership model examines the relationship between culture and successful leadership and manage-ment patterns in sixty-two countries around the world. 8 The project members ’ initial research led them to propose the nine GLOBE cultural dimensions: power distance, uncertainty avoidance, humane orientation, institutional collectivism, in-group Exhibit 6.2 Approaches to global leadership Comparative leadership approach Global leadership approach Example: GLOBE model Example: Pyramid model Focus: Descriptive model; illustrates how leader behaviors can differ across cultures; promotes understanding of culture-leadership relationships Focus: Developmental model; illustrates how managers can build leadership capabilities that can be used across cultures Key variables in understanding: • Leadership styles (autonomous, charismatic, humane, participative, self-protective, team) • Leadership traits (universally positive, universally negative, culturally contingent) Key variables in development: • Fundamental business knowledge • Threshold traits (e.g., integrity, resilience) • Multicultural competence • Global management skills • System skills (organizing, boundary-spanning, change skills) GLOBE Leadership Model 199 collectivism, assertiveness, gender egalitarianism, future orientation, and perform-ance orientation.

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  Leadership in a Diverse and Multicultural Environment

  Developing Awareness, Knowledge, and Skills

  • Mary L. Connerley, Paul B. Pedersen(Authors)
  • 2005(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  Although there are limitations to Ronen and Shenkar’s approach (many countries are not included), leaders can use the clusters to determine where broad similarities and differences of values and attitudes may exist between the countries that are listed. Because business practices often reflect values and attitudes, this can help leaders to be more effective in their interaction with those from cultures not similar to their own.

  GLOBE Research

  Perhaps the most comprehensive research conducted to date on national cultural dimensions has been made available by the GLOBE (Global Leadership and Organizational Behavior Effectiveness) Project Team. This project team is made up of 170 researchers who collected data over 7 years on cultural values, practices, and leadership attributes from 18,000 managers in 62 countries representing a wide variety of industries and organizational sizes. The GLOBE team identified nine cultural dimensions distinguishing one society from another and having implications for managers (Javidan & House, 2001). Four of the GLOBE dimensions identified (Uncertainty avoidance, Power distance, Institutional collectivism vs. individualism, In-group collectivism) overlap with Hofstede’s dimensions and are described above.

  Five GLOBE dimensions are different from Hofstede’s dimensions:

  • Assertiveness, which refers to the extent a society encourages individuals to be tough, confrontational, assertive, and competitive versus modest and tender. Germany and Austria are highly assertive countries that value competition compared to New Zealand and Sweden, which value warm and cooperative relations and harmony.

  • Future orientation, which refers to the level of importance a society attaches to future-oriented behaviors such as planning, investing, and delaying gratification. Singapore and Switzerland scored high on this dimension, signifying their propensity to save for the future and have a longer time horizon for decision making. This is compared to Russia and Argentina, which tend to have a shorter time horizon for decisions and place more emphasis on instant gratification.

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  Strategic Leadership Across Cultures

  The GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries

  • Robert J. House, Peter W. Dorfman, Mansour Javidan, Paul J. Hanges, Mary F. Sully de Luque(Authors)
  • 2013(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  We believe that GLOBE 2004 and GLOBE 2007 advanced cross-cultural research in several ways. As previously mentioned, in GLOBE 2004 we measured 62 societal cultures along nine cultural dimensions for both cultural practices and cultural values. This distinction between practices and values has been acknowledged as an important addition to cross-cultural research (Triandis, 2004; preface to GLOBE 2004). In addition, GLOBE’s cultural measures continue to be used in international business research (Parboteeah, Hoegl, & Cullen, 2008), but debate remains as to the precise meaning of each construct (Graen, 2006; Hofstede, 2006; Javidan, House, Dorfman, Hanges, & Sully de Luque, 2006; Peterson, 2004). We also empirically validated our measures to establish each scale’s reliability and construct validity. Perhaps most importantly, we assessed the degree of aggregation among societal and organizational members so that we had confidence that our samples accurately reflected the reported societal and organizational cultures. Unfortunately, the validity of aggregation has often been ignored in previous cross-cultural research (cf. Hofstede, 1980). We determined which economic and human conditions are associated with these cultural dimensions. In addition, we assessed the confluence between national cultures and the human condition (with extensive supporting data) as well as relationships among national and organizational cultures and desired leadership qualities. Practical implications for leadership development resulting from GLOBE research have been advanced and adopted by university MBA programs worldwide. For example, the paper by Javidan, Dorfman, Sully de Luque, and House (2006) provides MBA students with a sound basis for conceptualizing worldwide leadership differences.

  Figure 1.2   All Countries in GLOBE 2004 and Current GLOBE CEO Study

  Note:

  Twenty-four countries in the current GLOBE CEO study are bold. Countries not in the GLOBE 2004 study are indicated by an asterisk.

  Specific GLOBE Research Questions for GLOBE 2004 and GLOBE 2007

  Specific objectives and research questions pertaining to the entire GLOBE research program are listed next. Selected findings from the research project are presented in Table 1.1

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  Cross-Cultural Management

  A Transactional Approach

  • Taran Patel(Author)
  • 2013(Publication Date)
  • Routledge

    (Publisher)

  1997 ) allowed for.

  While Trompenaars and Hampden-Turner (1997 ) offered broad generalizations at the societal levels, we find that there are too many exceptions to these societal behavioural stereotypes. While the societal culture dimensions might be interesting from the point of view of understanding broad tendencies across vast populations, they can explain neither the variations seen within people from the same societal group nor the similarities observed in people’s behaviours across different societies. We are therefore compelled to ask ourselves: How can frameworks that focus solely on cultural differences be of use to managers who need to get people to collaborate despite their cultural differences?

  Global Leadership and Organizational Behaviour Effectiveness (GLOBE) study

  Another recent example of a framework that conceptualizes culture at the level of a geo-ethnic entity was offered by the GLOBE (Global Leadership and Organizational Behaviour Effectiveness) study. The GLOBE study explored the effectiveness of leadership behaviours across societies. Over 170 scholars from different countries contributed to this study and collected data from about 17,000 managers in 951 organizations. It covered a variety of sectors including the food processing, finance and telecommunications industries, among others, across 62 societies. GLOBE scholars defined societal culture as ‘the shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives that are transmitted across generations’ (House and Javidan 2004 : 15). These scholars distinguished between cultural practices and cultural values, explaining that whether one should address cultural practices or cultural values would depend on the underlying research question. If the basic research question focuses on how society performs, then one should focus on cultural practices. However, if the research question is about how the society should perform, then one should focus on societal value dimensions (House, Quigley and de Luque 2010 ). GLOBE scholars identified nine cultural dimensions that they believed distinguish societies from one another. These nine dimensions and past frameworks that have influenced the generation of these dimensions are summarized in Table 3.4

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  Crisis Management in Chinese Organizations

  Benefiting from the Changes

  • Ruth Alas, Junhong Gao(Authors)
  • 2011(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  94 Crisis Management in Chinese Organizations As one of the most comprehensive studies of national cultures, the GLOBE study provides worldwide, multiphase, multi-method cross- cultural research data. It involves 170 social scientists and manage- ment scholars from 62 cultures that represent all major regions of the world. According to House and Javidan (2004), there are two distinct kinds of cultural manifestation – values and practices – and nine core cultural dimensions in the GLOBE project: – Uncertainty Avoidance is the extent to which members of an organiza- tion or society strive to avoid uncertainty by relying on established social norms, rituals and bureaucratic practices. People in high uncer- tainty avoidance cultures actively seek to decrease the probability of unpredictable future events that could adversely affect the operation of an organization or society and remedy the success of such adverse effects. – Power Distance is the degree to which members of an organization or society expect and agree that power should be stratified and concen- trated at higher levels of an organization or government. – Institutional Collectivism is the degree to which organizational and societal institutional practices encourage and reward collective distri- bution of resources and collective action. – In-Group Collectivism is the degree to which individuals express pride, loyalty and cohesiveness in their organizations or families. – Gender Egalitarianism is the degree to which an organization or society minimizes gender role differences while promoting gender equality. – Assertiveness is the degree to which individuals in organizations or societies are assertive, confrontational and aggressive in social relationships. – Future Orientation is the degree to which individuals in organizations or societies engage in future-oriented behaviors such as planning, invest- ing in the future and delaying individual or collective gratification.

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  Encyclopedia of Leadership

  • George R. Goethals, Georgia J. Sorenson, James MacGregor Burns, George R. Goethals, Georgia J. Sorenson, James MacGregor Burns(Authors)
  • 2004(Publication Date)
  • SAGE Publications, Inc

    (Publisher)

  For exam-ple, power distance and in-group collectivism prac-tices are both negatively correlated with various measures of economic success and national compet-itiveness. A third major question GLOBE researchers asked was how specific characteristics and actions of leaders are viewed in different cultures. Considerable time was spent generating a working definition of leadership, with the result being that leadership was defined as “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members” (House, Javidan, Hanges, et al. 1996, 6). The researchers identified 112 specific leadership attributes that the two GLOBE pilot studies indi-cated could be useful for identifying leadership scales that differentiated cultures from one another. Middle managers were asked to rate the extent to which each of those attributes facilitate or impede effective leadership. The first round of factor analy-sis of their responses resulted in 21 basic leadership scales. The second round of factor analysis of the 21 basic scales resulted in the following six global lead-ership scales. They are called global because they are generated as a result of factor analysis of responses of all managers in GLOBE countries and they consist of several leadership items from the questionnaire. Charismatic, or Value-Based. This scale measures the degree to which leadership has the ability to inspire, motivate, and expect high performance outcomes from others based on firmly held core values. This leadership scale includes six subscales that measure leadership’s vision, inspiration, self-sacrifice, inte-grity, decisiveness, and performance orientation. Team Oriented. This scale measures the degree to which leadership emphasizes effective team-building and directs team members’ energies toward a com-mon purpose or goal.

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  The SAGE Handbook of Leadership

  • Alan Bryman, David Collinson, Keith Grint, Brad Jackson, Mary Uhl-Bien, Alan Bryman, David Collinson, Keith Grint, Brad Jackson, Mary Uhl-Bien(Authors)
  • 2011(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  Drawing on leadership category theory (Lord & Maher, 1991) the GLOBE authors note that followers will tend to follow a leader if they 'see' him or her as a prototypical leader. By the same token, if that leader does not match their perception of an effective leader the followers will be less inclined to follow him or her at least at the outset. The GLOBE researchers isolated nine major attributes of culture: Future Orientation, Gender Egalitarianism, Assertiveness, Humane Orientation, In-Group Collectivism, Institutional Collectivism, Permanence Orientation, Power Concentration versus Decentralisation and Uncertainty Avoidance. When quantified, these attributes are referred to as ‘cultural dimensions.’ Although the GLOBE project clearly owes a great deal to Hofstede’s work, House and his colleagues worked hard to make it more than just a big budget remake. Four of their dimensions repli-cated Hofstede’s, but were renamed. And GLOBE investigated each of its nine dimensions on two levels: societal and organizational. For this pur-pose, they used two different measures. One tapped the participants’ assessment of the extent to which their society or organization actually engages in certain practices (i.e. as they are ). The other tapped into their perception of how things should be. As House notes, ‘We have a data set to replicate Hofstede’s (1980) landmark study and extend that study to test hypotheses relevant to relationships among societal-level variables, organisational practices, and leader attributes and behavior’ (House et al., 2004, p. xxv). Initial data collection for the GLOBE project took place between 1994 and 1997, during which time it collected responses from 17,300 middle managers based on a total of 951 organizations. On this basis, the GLOBE project identified six major global leader behaviors.

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  Leading In High Growth Asia: Managing Relationship For Teamwork And Change

  Managing Relationship for Teamwork and Change

  • Kwok Leung, Dean Tjosvold(Authors)
  • 2004(Publication Date)
  • World Scientific

    (Publisher)

  In uncertainty avoiding societies, the positive outcomes tend to be less attributed to people’s abilities, and more to technology and investments into security and social organization (Chandler, Sharma & Wolf, 1983; Yan & Gaier, 1994). Put differently, there is greater thrust on systemic and social competence, and less emphasis on citizen and human competence (Hofstede, 2001). Having identified the significance of the nine GLOBE cultural dimensions, we next highlight how these can be used for cross-cultural leadership. Leveraging Cultural Dimensions for Effective Cross-cultural Leadership What is expected of leaders, what leaders may or may not do, and the status and influence bestowed on leaders vary considerably in accordance with the cultural forces in the countries or regions in which the leaders function (House, Hanges, Ruiz-Quintanilla, Dorfman, Javidan, Dickson, Gupta, and GLOBE associates, 1999). For instance, the Dutch, and other Nordic societies, place 32 V. Gupta & R. House emphasis on egalitarianism and are skeptical about the value of leadership. Terms like leader and manager cany a stigma. If a father is employed as a manager, Dutch children will not admit it to their schoolmates. In contrast, Americans, and other Anglo societies, respect entrepreneurial leaders, characterized by two sets of behaviors: scenario enactment and cast enactment (Gupta, Macmillan, & Surie, 2002). Effective scenario enactors are bold, forceful, and confident, as personified by John Wayne. Effective cast enactors empower their subordinates. Malaysians, and other Southern Asian societies, expect their leaders to behave in a manner that is humble, modest, and dignified. Further, the French, and other Latin European societies, expect leaders to be cultivated - highly educated in the liberal arts.

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  Management across Cultures

  Developing Global Competencies

  • Richard M. Steers, Luciara Nardon, Carlos J. Sanchez-Runde(Authors)
  • 2016(Publication Date)
  • Cambridge University Press

    (Publisher)

  Dorfman, Mary Sully de Luque, and Robert J. House, “In the eye of the beholder: cross-cultural lessons in leadership from Project GLOBE,” Academy of Management Perspectives, 20(1) (2006), pp. 67–90 (pp. 73–6). GLOBE leadership study 175 nor inhibiting a leader from being effective. Within the Eastern European and Germanic clusters, however, this leadership style was considered to be more posi- tively related to outstanding leadership than in other culture clusters. Finally, for self-protective leadership and participative leadership, there was substantial vari- ability in the degree to which these styles were endorsed within the different country clusters. For more details and country breakdowns using the GLOBE methodology, see Exhibit 6.6. In this exhibit, scales range from 1.0 to 7.0, depending on how important each society on average sees the six dimensions for leadership effectiveness, with 1.0 being very unimportant and 7.0 being very important. Two things should be remembered here. First, these are mean scores, and considerable variations can be found within them. Second, it is probably more useful to look at these numbers as Exhibit 6.5 GLOBE leadership dimensions GLOBE leadership dimensions Characteristics of dimensions Regions where leadership dimensions are widely endorsed Autonomous leadership Individualistic, independent, unique Endorsed in eastern European and Germanic clusters; weaker endorsement in Latin American cluster. Charismatic/ value-based leadership Visionary, inspirational, self-sacrificing, decisive, performance-oriented Endorsed in all regions, but particularly in Anglo, Asian, and Latin American clusters; weaker endorsement in Arab cluster. Humane leadership Modest, tolerant, sensitive, concerned about humanity Endorsed particularly in Anglo, Asian, and sub-Saharan African clusters; less so elsewhere.

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  Management across Cultures

  • Richard M. Steers, Luciara Nardon, Carlos J. Sanchez-Runde, Ramanie Samaratunge, Subramaniam Ananthram, Di Fan, Ying Lu, Ramanie Samaratunge, Subramaniam Ananthram, Di Fan, Ying Lu(Authors)
  • 0(Publication Date)
  • Cambridge University Press

    (Publisher)

  Recent research seems to back this up. One of the more intriguing modern studies of leadership behaviour across borders was conducted by a multicultural team of researchers who led the GLOBE project. 18 This project examined the relationship between culture and successful leadership and management patterns in sixty-two countries around the world. The project members’ initial research led them to propose the nine GLOBE cultural dimensions: power distance, uncertainty avoid- ance, humane orientation, institutional collectivism, in-group collectivism, assert- iveness, gender egalitarianism, future orientation, and performance orientation. These dimensions are discussed in greater detail in Chapter 3. Based on this, the researchers then identified twenty-two leadership attributes that were widely seen as being, in their view, universally applicable across cultures 6 Leading global organisations 187 (e.g., encouraging, motivational, dynamic, decisive, having foresight) and eight leadership dimensions that were seen to be universally undesirable (e.g., uncoopera- tive, ruthless, dictatorial, irritable). Several other attributes were found to be cultur- ally contingent, however – that is, their desirability or undesirability was tied to cultural differences (see Exhibit 6.4 for details). These included characteristics such as being ambitious and elitist. Here it was found that people in some cultures favoured traits in leaders that people in other cultures rejected. For example, some cultures (e.g., those in the United Kingdom, Germany, France, and the United States) often romanticise their leaders and give them exceptional privileges and prestige; they are held in high esteem. At the same time, however, other cultures (e.g., those in the Netherlands and Switzerland) denigrate the very concept of leadership and are often suspicious of people in authority. They worry about abuse of power and rising inequality.

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  The SAGE Handbook of Industrial, Work & Organizational Psychology, 3v

  Personnel Psychology and Employee Performance; Organizational Psychology; Managerial Psychology and Organizational Approaches

  • Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Deniz S Ones, Neil Anderson, Chockalingam Viswesvaran, Handan Kepir Sinangil, Author(Authors)
  • 2017(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  THE CONSTRUCTS OF LEADERSHIP AND NATIONAL CULTURE The concepts of leadership and culture have long been intertwined – as evidenced by our chapter’s starting quote from the 1920s. While there are many competing definitions of leadership, the GLOBE team developed the following widely applicable definition: ‘the ability of an individual to influence, motivate, and enable others to con-tribute toward the effectiveness and success of the organizations of which they are members’ (House, Javidan, & Dorfman, 2001, p. 494). We adopt this definition for our review of cross-cultural leader-ship. And just as there are competing definitions of leadership, a commonly accepted definition of culture is just as elusive. However, the central ele-ments across a number of well-cited definitions (Kroeber & Kluckhohn, 1952; Schwartz, 1992; Hofstede, 1994, 2001; House et al., 2004; see Appendix A) suggest that culture is conceptual-ized best as (i) patterns of meaning, (ii) which are collectively shared amongst members of a group, (iii) and are programmed and transmitted between people. As is true regarding leadership, culture is central to organizational life as a socializing agent that influences how organizational members think and behave. It influences the meanings, beliefs, and shared basic assumptions leaders and their subordinates hold about the organizational entity for which they work (Schein, 2010; Schneider, Ehrhart, & Macey, 2013). Given that leaders are key agents for firm per-formance and employee motivation, it is impor-tant to understand how leaders should operate and behave in different national or societal contexts to be successful. However, despite recognition that the constructs of leadership and culture are inti-mately intertwined and there is an ever-growing body of cross-cultural leadership research, there is much we still do not know about the relationship between culture and leadership.

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