Diversity and Cultural Assessment

.....leader is someone that has confidence, enthusiasm, and vision. Many leaders exist in the world. However, most leaders can only lead well at home. Global leaders transcend cultural diversity and differences and provide effective leadership behaviors within any context. This is because they are aware of the key differences cultures have and can group them in such a way that allows for easier understanding and successful strategy implementation.

Because cultural style can dictate the ethical perception of a leader in terms of authority, power, and influence, this paper will focus on diversity and ethical decision-making and its influences on leadership models. Additionally, the paper will explore certain commonly accepted leadership traits and how servant leadership may be used as an effective tool for influencing organizational culture. Followers see an inspirational leader as more beneficial than a transactional leader across any cultural setting.

However certain behaviors leaders may perform within one context may be motivating to the team (Indonesia), but in another may come across as bragging (Japan). Awareness of cultural differences is essential in producing the kind of effectual leadership needed across multiple cultures to build an effectual international leadership pipeline. Cultural style can dictate ethically, a leader's use of authority, influence and power. However, per researchers of a 2014 cross-cultural study of effectiveness and managerial skills, effectiveness is not in unique skills, but rather, emphasis on basic management skills.

"The model of managerial skills and effectiveness was validated across five cultures. Managing successfully across cultures may require fewer unique skills, with more emphasis placed on using basic management skills having positive impact" (Hoffman, Shipper, Davy, & Rotondo, 2014, p. 372). While culture is hard to identify, and define due to it being comprised of numerous levels, there are certain actions and behaviors that work within almost any cultural context. Effective leaders must evaluate when and how their attitudes, beliefs, and values affect a subordinate's behavior.

One can do so with the Hofstede's cultural assessment model. The model can be used as an effective means of evaluating various cultural contexts. "It is proposed that a model adapted from the work of Hofstede offers one useful framework for assessing groups from different cultural contexts, which can strengthen the practice of adventure programs to better meet the needs of participants" (Chang, Tucker, Norton, Gass, & Javorski, 2016, p. 1). There are 4 basic characteristics that would make up a global leadership model, to consider.

These are uncertainty avoidance, individualism vs. collectivism, femininity vs. masculinity, and power distance developed by Prof. Geert Hofstede. This model allows the leader to compare and contrast various individuals and cultures even if there are some generalizations made to create such a model. This model helps provide an understanding over cultures and enables grouping of similar cultures. For example, Brazil and Russia expect inequality within relationships and accept it. Therefore, in those cultures, an acceptable leadership style is autocratic with skepticism for participative approaches.

India and China do not aim for individual gratification and are therefore, restrained cultures that do not feel motivated from personal rewards/extended time off. These are things to consider when applying leadership across the globe. Servant leadership is a leadership model that considers ethical standards and fits into a need for leadership across cultures and diverse peoples. The five aspects of servant leadership, "Egalitarianism, Moral Integrity, Empowering, Empathy and Humility" (Mittal & Dorfman, 2012, p.

555), provide a sound basis from which the global leader can perform necessary actions for the benefit of the group and the company. While such aspects have universal appeal, some aspects are more favored in some than others. "The dimensions of Egalitarianism and Empowering were endorsed more strongly in Nordic/European cultures but less so in Asian and similar cultures. On the other hand, servant leadership dimensions of Empathy and Humility were more strongly endorsed in Asian cultures" (Mittal & Dorfman, 2012, p. 555).

Regardless this kind of leadership model promotes ethical behaviors across various cultural contexts. As mentioned earlier inspirational leadership works best across all cultures versus transactional leadership. Servant leadership inspires subordinates by setting a good example through listening and demonstrating awareness of potential differences. Servant leaders allow for different values to be combine and instill in others a desire to innovate and create. Servant leadership promotes a leader wanting to serve, and build and empower individuals versus directing them and having subordinates obey.

It is comprised of an enriching philosophy that helps build better organizations in a moral and compassionate manner. In conclusion,.