Impact of Cultural Factors on Leadership

This presentation discusses the impact of cultural factors on leadership and the effects of leadership styles on employee commitment and performance. It includes a literature review, research problem, aims, design, and ethical considerations.

IMPACT OF
CULTURAL
FACTORS ON
LEADERSHIP
Student Name
Student Number

OUTLINE OF THE
PRESENTATION
 Company background
 Research Problem
 Research Aims
 Literature Review
 Hypothesis testing
 Conceptual framework
 Research Question
 Research Design
 Ethical consideration
 Conclusion
 References
 Questionnaire

COMPANY ABC
 One of the key supermarket retailer in
Australian region
 It sells fruits & vegetables
 150 employees
 The company faces some issues related to
 Couple of employee commitments, loyalty &
reduced performance due to lack of
leadership perspectives. Barriers to be taken
care for a better organizational performance
are Employee Training, Decision making, and
cultural barriers.

RESEARCH PROBLEM
 Presence of cross-culture in the
organization
 Currently follows transactional
leadership style
 Absence of flexibility of rules and regulation
 Absence of creativity and inspirational activities
 Recommendations
 Improve leadership effectiveness in cross-culture
 To achieve high employee commitment and
enhance their performance
 Leadership style change from
transactional leadership style to
transformational style

RESEARCH AIM
 Identification of relative impact of the
cultural factors for leadership
 Assessment of the effects of leadership
styles on the commitment of employees and
related performance.

LITERATURE REVIEW
Culture
 Set of different beliefs, values, rules,
norms, symbols, and traditions
 Differenced in shared values and beliefs
leadership style

LITERATURE REVIEW
 Define Cross-cultural scenario at workplace
 International human resource management and
recruitment
 Understanding the way individuals of different cultures
interact with each other
 Concept of cross-cultural leadership has be introduced
 Different cross cultural strategies to be adopted
(Mihaela, 2014)
 Why cross cultural leadership is important
 Current State of Globalization
 Enhancing conversation between cross cultural
employees
 To become competent in cross-cultural awareness and
practice
 Prevailing the extent of Diversity

LITERATURE REVIEW
 Leadership style and cultural affects the level of
motivation and performance of the employees in the
organization
 Independent variable
 Leadership style and cultural factors (Hopkins, WE and
Scott, SG 2016)
 Dependent variable
 level of motivation and performance of the employees
 Communication skills
 Difference in communication skills
 Nonverbal cues
 Considered as an impolite behaviour if Interrupting in
between
 Latin cultures, interrupting depicts that lister is developing
an interest (Zhong, L, Wayne, SJ and Liden, RC, 2016).

LITERATURE REVIEW
Hofstede Dimensions
 Power Distance (Hofstede, 2011)
 Acceptance of power distribution
 Uncertainty Avoidance
 Flexibility in dealing with emergency situation or avoidance
 Long-term-Short-term Orientation
 The extent of long term and short term objective setting

LITERATURE REVIEW
Hofstede Dimensions
 Individualism-Collectivism
 Individualist- takes care of himself or herself, less of family r
group orientation, independent lifestyle
 Collectivist- Stay in a group and follow common goals and
norms
 Masculinity-Femininity
 Look for assertive, aggressive, competitive, and materialist
behavior in order to strive the success
 Gender discrimination and women empowerment

CONCEPTUAL MAP
Leadership
and cross
culture
Social
culture
leader
personality
and
behaviour
organizatio
nal
practices
strategic
view
Leaders
hip
effectiv
eness
Leader
ship
accept
ance
Norms
and
practices
Friendly
and
flexible
practices
Leadershi
p theories
for cross
culture
Employee
s opinion
in Cross
culture
HR
policies
Internatio
nal
policies

RESEARCH QUESTIONS
 What is the impact of cultural aspects on leadership?
 What is the impact of leadership style on employee
performance and loyalty?

RESEARCH DESIGN
 Research methodology
 Assessing employee performance – quantitative
 Comprehensiveness of literature
 Assessing theoretical framework
 Previous researches
 Sample size
 100 Employees

RESEARCH DESIGN
 Sampling Process
 survey from employees of the company
 from the company manager
 Will be going to company personally and get it filled
 Sampling method
 Non probability sampling method
 convenience sampling technique
 Employees will be selected as per their availability hence
convenience sampling
 Research Tool
 Questionnaire
 Attached Overleaf
…Contd

QUESTIONNAIRE
Sr. No. Statements Strongly
Disagree
Disagree Neutra
l
Agree Strongly
Agree
1 I have my supervisor and leaders who
are helpful and fair
2 Our departmental leaders provide us
the power and prestige as required for
our work profile
3 The leader motivates us to achieve and
develop our potentialities and skills
4 The leaders enables in creating friendly
and cooperative work culture at the
workplace
5 The guidance enables us to achieve our
goals 100%
6 We are being appreciated for our work
and decisions

QUESTIONNAIRE
Sr. No. Statements Strongly
Disagree
Disagree Neutral Agre
e
Strongl
y Agree
7 The job given is challenging but love to
work beyond working hours because the
team leader and members are cooperative
8 Whenever I found any difficulty, I got to my
leader and followed his or her given
direction, leads me to success
9 The overall performance and quality of the
work done till now is good and scored
Good in all terms
10 The peers' performance compared to ours
is better
11 Leaders spend proper time in monitoring
and controlling

ETHICAL CONSIDERATIONS
 The Survey was done post taking consent of
company employees and managers
 Written cover letter to manager was given for
allowing to do research on the particular super store

REFERENCE LIST
 Hopkins, WE and Scott, SG 2016, ‘Values-based leadership
effectiveness in culturally diverse workplaces’, Cross Cultural &
Strategic Management, 23(2), pp.363-385.
 Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede
Model. International association for cross cultural psychology .
 Mihaela, H. (2014). A synergistic approach of cross-cultural
management and leadership style. Journal of International Studie ,
106-115. .
 Zhong, L, Wayne, SJ and Liden, RC, 2016, ‘Job engagement,
perceived organizational support, high‐performance human
resource practices, and cultural value orientations: A cross‐level
investigation’, Journal of Organizational Behavior, 37(6), pp.823-
844.

ANY
QUESTIONS?????
Thank you