Journal of Organizational Culture, Communications and Conflict (Print ISSN: 1544-0508; Online ISSN: 1939-4691 )

Short communication: 2021 Vol: 25 Issue: 2S

The Effect of Cultural Dimensions on Leadership

Albert J, University of Exeter

Citation Information: Albert, J. (2021). The effect of cultural dimensions on leadership. Journal of Organizational Culture Communications and Conflict, 25(S2), 1-2

Leadership in organizations is settled and determined per a range of reasons and factors as well as temperament, cultural, and country and regional aspects. Among the assorted factors, the cultural dimension of leadership is usually not highlighted because it is taken as a given. However, with economic process and therefore the advent of tighter integration and connection, there's a requirement to review however leadership is decided by cultural factors and therefore the mediating role that cultural exchanges between the West and therefore the East play out once determinative however leaders behave. This article discusses the cultural dimensions of leadership with specific stress on however the bigger interactions between the leaders within the West and therefore the East is taking part in get into the world arena and as so much as structure behaviour cares. As an example, with economic process, leaders and managers within the east have learnt to adopt a lot of democratic form of leadership as critical the patriarchal and therefore the authoritarian leadership that was yet practiced. Further, leaders within the west have begun to know that the means things are tired the east is radically totally different from the means they're tired the east and thus, they have to be cognizant of those differing approaches to management. The pioneering work of the Dutch scientist, Geert Hofstede is usually cited and quoted to stress the variations in leadership between the west and therefore the east that are determined by cultural reasons. As an example, culture plays a really vital role in determinative the leaders’ actions particularly wherever the decision-making, attitudes towards diversity, and treatment of individuals down the hierarchies are involved Browaeys and Price (2015). It’s the case that leaders within the east tend to be patriarchal and authoritarian within their decision-making designs as critical democratic and accordant in the west (Dickson et al., 2003). Further, leaders within the east tend to look at diversity yet one more side of business and therefore the operating culture in several organizations tends to be paternal and settled by masculine behaviour.

In distinction, diversity is practiced actively within the west and therefore the leaders in several western firms usually do quite what's needed by the law in these cases. Next, the perspective towards those lower down within the hierarchy within the west is a lot of accommodative and conciliatory whereas within the east, leaders at the highest tend to look at their subordinates per strict classifications of seniority conditioned by cultural factors. These are a number of the variations in leadership between the east and therefore the west as bestowed by Hofstede in his work Fiedler (1964).

Globalization and Leadership

Though most business literature talks regarding however leadership has become uniform with the appearance of economic process and therefore the concomitant cultural exchange between the west and therefore the east that has resulted in leaders within the east turning into western in their outlook, the frequently neglected side is that some leaders within the east have turned inward as a results of their interaction with the west and have begun to become parochial and chauvinistic in their approach seen within the case of the many producing and first sectors wherever leaders often rant against western values and the way they corrupt the workers and thus, these leaders within the significant producing industries have instead started pro regionalism associate degree additionally as resorting to jingoism and an attitude that's emphatically against more gap from the economy. Of course, this doesn't mean that the no uniformity that results from economic process is that the prevailing norm as several leaders within the east have modernised their firms and adopted western best practices Sweeney and McFarlin (2015). Indeed, the proportion of leaders United Nations agency became western is bigger than those that have turned inward and this can be the trend in China and Asian country. However, because the previous paragraph found out, there are several exceptions to the present norm and thus, any skilled or student of management should be cognizant of each trends if he or she is to navigate the company parcel in their careers.


  1. Browaeys, M., & Price, R. (2015). Understanding cross-cultural management. Harlow, VB: Pearson
  2. Dickson, M.W., Den Hartog, D.N., & Michelson, J.K. (2003). Research on leadership in cross cultural context: Making progress and raising new questions. Leadership Quarterly, 14, 729-768.
  3. Fiedler, F. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149-190.
  4. Sweeney, P., & McFarlin, D. (2015). International management: Strategic opportunities and cultural challenges. London, UK: Routledge.
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