Cross Cultural Leadership: Understanding the Need for Cultural Inclusivity in Global Corporate Environments

This presentation focuses on the need for cross-cultural leadership in global corporate environments. It discusses the Lewis Model and Hofstede model of cross-cultural leadership, which are based on cultural dimensions such as power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation. The presentation emphasizes the importance of cultural inclusivity in organizations to understand the various cultural perspectives that can exist in different corporate environments.

CROSS CULTURAL
LEADERSHIP

 The focus is towards understanding the need for cross-
cultural leadership in the rapidly developing global corporate
environments
 Two essential models have been considered in the research.
The models being considered are the Lewis Model and the
Hofstede model of cross cultural leadership
 The corporate culture of a country determines the way in
which businesses are conducted in these countries
 Lewis model focuses on dividing cultures into three specific
cultural inclinations
 Hofstead model puts forward five cultural dimensions of
corporate organizations across the world
 Power distance, individualism, masculinity, uncertainty
avoidance and long term orientation
Introduction

 The Lewis model can be used to determine the cross cultural contexts that govern
the corporate environments of various countries
 According to the Lewis model cultures can be divided into linear active, multi
active and reactive corporate cultures
 Leadership is based on individualistic management, collective management and
management based on respect in the three processes
 The interaction between linear active and multi-active cultures are very difficult
 The interaction between the linear and reactive cultures are satisfactory and
greatly effective
 The interactions between the reactive and multi-active cultures tend to be time
consuming
Cross Cultural Leadership:
Lewis Model

 Based on five cultural dimensions of corporate culture
 Power distance, individualism, masculinity, uncertainty avoidance and long term
orientation
 Leadership is based on inclinations towards these traits
 The power distance factor refers to the perception of the less powerful members
of the organization
 Individualism means the extent to which individuals engage in group integration
 Masculinity refers to the distribution of organizational roles between the sexes
 Uncertainty avoidance means how much the culture of a given organization
tolerates the presence of unstructured business aspects
 Long term or short term orientation is the fifth dimension
Cross Cultural Leadership:
Hofstede model

 Lewis model divides culture into linear active, multi active and reactive
corporate cultures
 linear active cultures tend to be more organized, task oriented and
planning based
 Multi-active cultures tend to be relationship oriented, interrelating and
loquacious
 Reactive culture that is marked by the traits of respect oriented and
introverts listening
 Hofstede’s model based on power distance, individualism, masculinity,
uncertainty avoidance and long term orientation
 Culture based on more power distance or less power distance
 Culture based on individualism or collectivism
 Culture is based on the roles played by the genders
 Culture is based on whether there is more or less tolerance for uncertainty
 Culture based on long term or short term orientation
Summary

 In conclusion, it can be said that cultural differences
between the various organizations working in various parts
of the world govern their productive functions
 As enterprises get more global, the context of cultural
differences get more relevant
 The more culturally inclusive an organization tends to be
the better for it to understand the various cultural
perspectives that can exist in various corporate
environments
Conclusion

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