R.Kiel_818-06

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by Roger Kiel0 views·Updated Oct 25, 2021
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EDO-818: Leading Across Contexts and Cultures: Navigating Cultural Differences and Diversity in Team Building.

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  1. Hello, My name is Roger keel.
  2. This informational video is on the topic of navigating cultural
  3. differences and also diversity and team building.
  4. Today we will talk about and discuss dimensions of cultural
  5. diversity, multicultural and global leadership dilemmas, developing high functioning teams
  6. including the tools que esa and Elsa awareness and knowledge
  7. of cultural differences is a process and skill.
  8. The measurement of leadership, scholar style and personality support effectiveness
  9. in different situations.
  10. Let's get started.
  11. We'll first talk about the dimensions of cultural difference and
  12. these are the differences that exist in different people from
  13. different places.
  14. This begins the the whole concept of of these dimensions
  15. is based on understanding cultural differences.
  16. It begins with knowledge that promotes a fundamental value in
  17. the differences of groups that are excluded.
  18. Cultural difference is more than equity and representation of diverse
  19. leaderships among the ranks.
  20. Let's talk about the dimensions of cultural diversity.
  21. There are more than 10 The 1st 2 or performance
  22. orientation and assertiveness.
  23. This is about the level of encouragement.
  24. Um Acknowledgment team members towards improvement and excellence versus holding
  25. them back, assertiveness relates to the capacity to direct their
  26. aggressiveness and relationships with others.
  27. Humane orientations and future orientation.
  28. These relate to individual levels of engagement, you know, as
  29. far as helping your followers promote themselves, improve themselves.
  30. And it's also relates to the same effort more so
  31. towards um future benefits and generosity concerns and kindness to
  32. others in terms of advancement, group collective collectivism and group
  33. collectivism. This is um this is within the organizational culture
  34. and this has to do with loyalty and cohesiveness within
  35. the organizational culture, institutional collectivism.
  36. It's just specific to cultural practices within the organization, uh
  37. in terms of how the organizational culture is structured to
  38. to encourage and the reward systems that are present gender
  39. egalitarian ism that refers to um specific to the recognition
  40. of the multiple genders, you know, versus just male and
  41. female. There are other gender recognitions that exist in society
  42. today and we have to be cognizant and respectful of
  43. them. Power, distance.
  44. This has to do with power, you know, shifts in
  45. power given to different groups, for instance, women and different
  46. minorities compared to those of white men, white men having
  47. more power.
  48. And then when it comes to women and minorities, less
  49. power is present uncertainty, avoidance.
  50. It refers to the level and reliance on social norms,
  51. social norms to produce policy and guidelines that are there
  52. to leverage indifference and change our next we're going to
  53. talk about multicultural leadership challenges and the greatest challenge is
  54. the self awareness of the leader and that self awareness
  55. is it has to do with um present your professional
  56. image and where you stand and the level of respect.
  57. Now you get based on the perceptions of your followers
  58. and presence.
  59. Communication is everything.
  60. The way you look the way you speak to people,
  61. you know, in the presence of inherent privilege can be
  62. a problem.
  63. Um it's important for leaders to define who they are
  64. and connect themselves with a social identity so that they
  65. have a leg to stand on, you know, some firm
  66. foundation versus just sway more challenges.
  67. Um there it comes in categories, you know, um self
  68. awareness, how they negotiate with others.
  69. Image management, communications, how they speak to others decision making
  70. protocols. And american female leaders.
  71. They women are actually similar to a minority because their
  72. acceptance, they struggled for acceptance just as much of more
  73. than other groups moving forward negotiations, negotiation.
  74. Um These are speaking of challenges negotiations, um it's the
  75. premier responsibility of a leader, you know, and that's what
  76. it takes to facilitate the achievement of goals and also
  77. to resolve problems, negotiation.
  78. It involves the leader and other parties you have to
  79. discuss to collaborate um and come to agreements at some
  80. point. You know, hopefully sooner.
  81. Additional challenges for multicultural multicultural leadership include image management.
  82. And this is where you manage your image is important,
  83. you know, appearances.
  84. They play a significant role in the respect that you
  85. get irregardless of what group you fall into being male,
  86. female or any any ethnic group.
  87. Professionalism is key.
  88. You have to look you have to look the part
  89. you have to know the part you have to be
  90. the part.
  91. Yeah, incompetence in your image is important.
  92. You have to be aware of how you are perceived,
  93. it has to do with the level of respect you
  94. will get and your presence, your image and the way
  95. you communicate.
  96. Those two factors could make or break leadership especially in
  97. a multicultural situation.
  98. Communication. We've covered that.
  99. Mhm. Now in different when you have a multicultural situation
  100. of global society, there are some differences.
  101. For the most part um with the british, here's some
  102. of the communication styles that stand out amongst what I
  103. was able to research british um people they use a
  104. formal mode of communication pretty much chinese face to face
  105. it. In relationship oriented japanese formal communications with strict protocols.
  106. Communication has three goals, provide instruction to perform tasks, relations,
  107. relational goals are related to negotiating conflict.
  108. Identity management is has to do with managing your self
  109. image and how you are perceived in your professional setting
  110. challenges can include um decision making and female leaders.
  111. And for female leaders, those are the that last section.
  112. And with the decision making.
  113. For the most part, 75% of the leaders study um
  114. In eight different countries, leadership fell under models that make
  115. decisions jointly with subordinates team members being able to participate
  116. in the decision making process.
  117. With few exceptions um On the the other area is
  118. uh female leaderships.
  119. Females, they use a collaborative style mostly, but as times
  120. change, females are starting to adapt.
  121. Some of the mail style approaches two increase their power
  122. or for other reasons, problem solving and conflict management.
  123. These are the greatest challenges to resolve and leverage issues
  124. and multi cultural differences in this respect.
  125. Can intensify conflict and take away from focus from work.
  126. Resources can be wasted adds to a lot of confusion
  127. and also from hostility and aggressive can result in aggressive
  128. behavior in the work environment which is never good.
  129. So it's the bottom line there is important to be
  130. mindful and aware of other different cultural dimensions that exist
  131. within your team so that you don't intentionally or unintentionally.
  132. Um yeah disrespect or insult members of your team.
  133. It's not a good look for business.
  134. And you can also get you can also be the
  135. source of a lawsuit, be the cause, you know, and
  136. you don't want to do that conflict.
  137. Also on the other hand can create innovation and can
  138. also lead to solutions because most of the time when
  139. someone has a problem with the way something is being
  140. done, they may have a better way of doing it
  141. in mind and they're frustrated because they can't vocalize it.
  142. And in those cases it results in innovation and rich
  143. people. So this can be good in a sense.
  144. And as a leader, you want to look at it
  145. that way to think that wow, maybe something really good
  146. is gonna come out of this conflict.
  147. If you look at it that way, you can sort
  148. of make it go that way we have, we have
  149. assessments, tools that we can use and the K.
  150. S. A.
  151. Model is a knowledge awareness, skills awareness and it's a
  152. model applies multidimensional objectives to develop cultural competence.
  153. And Elsa, it's a leader self assessment.
  154. And this model it helps, you know, the best leaders
  155. are the ones who are clear on their identity and
  156. making sure that their identity does not promote conflict or
  157. or display inherent bias.
  158. So it's best to self identify and make the adjustments
  159. that you need to make and what that means is
  160. that means resolving your cognitive dissonance.
  161. Thank you.