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With an apparent increase in the development of global business, it is vital that organizational leaders recognize the importance of cultural understanding when engaging in the communication process
With an apparent increase in the development of global business, it is vital that organizational leaders recognize the importance of cultural understanding when engaging in the communication process
With an apparent increase in the development of global business, it is vital that organizational leaders recognize the importance of cultural understanding when engaging in the communication process
The Journal of Organization, Management & Leadership, Issue 1, Summer 2010
JOML & Nyack College School of Business and Leadership
1 South Bld. Nyack, NY 10960
Culture, Communication and Leadership
The Journal of Organization, Management & Leadership Issue 1, Summer 2011 by Joel Baldomir
With an apparent increase in the development of global business, it is vital that organizational leaders recognize the importance of cultural understanding when engaging in the communication process. The role of cultural in determining communication strategies and its effect on organizations has been the subject of much study (Davis, 1998; Hall, 1989; Javidan & House, 2001). Leaders of global organizations are given the responsibility of clearly communicating with their followers. For leaders, understanding the culture of followers is crucial to achieving a state of effective organizational communication (Miroshnik, 2002). Leaders should understand that culture often dictates how one communicates (Hall). This article examines how global leaders might better prepare their followers for communication in cross- cultural communication environments.
The leaders of modern global organizations are faced with the challenge of managing people who often represent a diverse collection of cultures (Erez, 2004; Harris, Moran, & Moran, 2004). This vast array of cultures can create a communication environment that may lead to misunderstandings if a state of shared understanding cannot be achieved by all those involved in the communication process (Gudykunst & Kim, 2003; Trompenaars & Hampden-Turner, 1998). Hall (1989) explained that misunderstandings of culture could even lead to feelings of aggression among the members of an organization. It is important for leaders to examine this issue, as leaders are responsible for maintaining the stability of their organizations and their followers. Within the global organizational environment cultural understanding may be key to maintaining effective communication.
Gudykunst and Kim (2003) explained that ones cultural background and cultural identity
could have a significant influence on how he or she communicates with others. Language choices and speaking style, as well as the interpretation of others communications are directly influenced by ones cultural background (Beebe, Beebe and Ivy, 2007). Hall (1959) established that not only does ones culture influence his or her communication style but also, ones communication style influences his or her culture. This interrelationship between culture and communication makes it difficult to study one without the other. The cultural backgrounds of those individuals taking part in the communication process and the culture where the communication is taking place create the context (Hall, 1989). A true understanding of all of these components allows for a deeper understanding of the shared meaning of a message (Carbaugh, 2007; Hall).
The meaning of a message cannot be determined without first understanding how to interpret the message. Philipsen (2001) argued that there are contextual codes of communication that exist within individual cultural communities. Within these communities, speech and language patterns are determined based on situation as well as the individuals involved in the communication process. Individuals are not born knowing the contextual codes or with any cultural understanding; this is something that develops over the course of their life (Hall, 1989; Philipsen). This draws a parallel to Fishers (1988) suggestion that individuals are programmed to respond to the world in a predetermined manner. With this in mind, it is important that leaders recognize that their followers may be less likely to embrace intercultural communication opportunities based solely on the fact that it is not something that they have been programmed to do.
Understanding and being willing to adapt to communication codes is necessary within The Journal of Organization, Management & Leadership Issue 1, Summer 2011
2 organizational communication environments. Trompenaars and Hampden-Turner (1998) explained, communication is possible only between people who to some extent share a system of meaning (p.75). Studying culture can allow for a greater contextual understanding of a communication environment by establishing a system of meaning. Hall (1989) explained that having a contextual understanding of a culture provides a filter that helps one sort through the information about that specific culture. He added that, one needs to be intentional about trying to truly understand anothers culture and that adapting to an individuals cultural needs is possible only through such adaptation. An understanding of the cultural context in which communication is taking place is needed in order to truly develop a shared understanding of meaning (Trompenaars & Hampden-Turner).
A shared understanding of meaning can lead to the creation of an entirely new communication environment. Baraldi (2006) pointed out that cross cultural communication can either focus on adapting to each cultures communication practices or it can focus on creating an entirely new culture. Having open communication allows for the sharing of cultures and often results in the creation of a new unique culture (Jorgenson and Steier, 1994). This newly created culture represents an entirely unique communication environment in which all participants in the communication process must pay particular attention to the needs of their fellow participants in order to avoid any misunderstandings.
Working around ones own preconceived notions about a culture may be the key to understanding anothers culture and to avoiding potential misunderstandings. Smart (2000) argued that in order to truly understand and adapt to the context of anothers culture, one would need to suspend all of his or her earlier developed cultural biases. This is a technique that might prove to be useful to a leader who has had difficulties relating to his or her followers. This may also be a desirable method for those members of an organization who might refuse to adapt to the communication style used by an individual from another culture. By encouraging the use of this strategy among their followers, leaders of global organizations might foster organizational communication climates that will allow for greater understanding of other cultures (Fisher, 1988; Gudykunst & Kim, 2003; Smart). Hall (1989) pointed out that it can be difficult to address some less obvious cultural characteristics because they may not be immediately understood and therefore often remain unnoticed. House, Hanges, Javidan, Dorfman, and Gupta (2004) explored some of the less obvious cultural influences that can affect communication. Through the GLOBE study, they were able to extrapolate several cultural factors that affected ones ability to adapt to a foreign business culture. Among these factors, they found that power- distance was a significant issue affecting cultural adaptation. In High power distance cultures, such as Russia, subordinates may be less likely to question those whom they view as authorities (Davis, 1998; House et al; Javidan & House, 2001). Leaders who are working with individuals from such cultures may find that their followers are less open in their communication style.
The GLOBE study also examined differences between high context and low context cultures (House et al, 2004). Cultures can be either low context or high context as they relate to communication. In low context cultures like the US, Germany and France words and word choices may have less baring on the meaning of a message than they would in higher context cultures (Hall, 1989; Harris & Moran, 2004; House et al). This factor could make it more difficult to communicate between high and low context cultures. Leaders in low context cultures need to be sensitive to the communication needs of their followers and understand that those individuals from high context cultures may require more detail in their communication.
Effective communication between leaders and their followers is needed in order to maintain the stability of an intercultural communication environment. The members of global organizations need the support of their leaders if they want to succeed in an intercultural communication environment. Hitt, Keats, and Yucel (2003) emphasized the need for leaders to establish a sense of trust among members of a global organization. Glicks (2002) study of cross-cultural leadership suggested that leaders who build strong relationships with their followers help those followers effectively adapt to new cultures. This study also suggested that leaders should provide more opportunities for their followers to participate in cross-cultural communication.
The Journal of Organization, Management & Leadership Issue 1, Summer 2011
3 Leaders of global organizations should make every effort to explain to their followers that it might be in each of their best interests to learn to adapt to the communication practices of other cultures. Hofstede (2001) argued that individuals want to avoid uncertainty and misunderstanding in new organizational communication environments. He stated, The tendency to avoid uncertainty in organizations varies along with the tendency to avoid ambiguities in societies at large, which is a major component of national cultures (p. 148). This supports the work of Berger and Calabrese (1979) who found that humans communicate in order to avoid ambiguity. By forming relationships, humans create networks of meaning that reduce uncertainty (Berger & Calabrese). Adapting to the communication practices of another culture allows for greater clarity in communication and reduces uncertainty.
Effective leaders must ensure that their followers are properly prepared and trained. Followers need to be given the tools that will allow them to be happy and successful within a cross- cultural context. Recognizing the presence of obstacles means leaders may be able to develop workable strategies to respond to their followers cultural needs as they prepare them for intercultural communication environments. The leaders of global organizations need to understand and respond to the various aspects of culture in order to create an organizational environment that fosters effective communication among their followers.
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