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AMPL/NZDB630 Principles of Leadership Semester 1, 2013

OVERVIEW: week eleven

1. Questions

2. Culture and leadership; Diversity

Kiwi culture Cultural perceptions Multi cultural perceptions

If culture is defined as.

Culture - describes what people develop to enable them to adapt to their world, such as language, gestures, tools to enable them to survive and prosper, customs and traditions that define values and organise social interactions, religious beliefs and rituals, and dress, art, and music to make symbolic and aesthetic expressions. Culture determines the practices and beliefs that become associated with an ethnic group and provides its distinctive identity. Source: y/module6/definition-ethnicity.html

Ethnicity and Culture

What is ethnicity, culture and identity? Ethnicity - belonging to a group that shares the same characteristics, such as country of origin, language, religion, ancestry and culture. Ethnicity is a matter of biological and historical fact and is not changed by the culture in which a person grows up.

Identity - classified as an individual's personal identity, social identity or ethnic identity


What is Kiwi/NZ Culture?

How would you describe Kiwi/NZ culture to people from China, Italy and Somalia who are considering coming to live in NZ? Agree five things that define Kiwi/NZ culture.
Discuss in groups of three and record your ideas. Nominate one person to report back to class.

Answer the following questions in your group

If you were going to a barbecue at a friends place what would you take? What would you wear? If you are asked to take a plate to a social function what would you take? You have graduated from CPIT; how will you celebrate? It is your Grandmothers 90th birthday; what would you do on this occasion?

Workforce diversity means a workforce made up of people who have different human qualities or who belong to different cultural groups. Individuals differences among people in terms of dimensions such as age, ethnicity, gender or race.

Driven by demographic changes. Globalisation has changed attitudes to diversity. Adds value to the organisation. Development of employee and organisational potential. Develops organisation flexibility.

Ways women lead

Interactive style leader favours a consensual and collaborative process. Influence derives from relationships. Inclusive. Caring. Idealised influence followers identify and want to emulate the leader.

Social value systems (Hofstede)

Power distance
High means people accept inequality in power among institutions, organisations, and individuals Low means that people expect equality in power.

Uncertainty avoidance
High means that members of a society feel uncomfortable with uncertainty and ambiguity and support behaviours and beliefs that promise certainty and conformity. Low means that people have a high tolerance for the unstructured, the unclear and the unpredictable.

Social value systems

Individualism and collectivism
Individualism reflects a value for a loosely knit social framework in which individuals are expected to take care of themselves Collectivism is a preference for a tightly knit social framework in which people look out for one another and organisations protect their members interests.

Masculinity and femininity

Masculinity reflects a preference for achievement, heroism, assertiveness, work centrality and material success. Femininity reflects the values of relationships, cooperation, group decision making and quality of life.

National value systems

Challenges minorities face

Unequal expectations Living bi-culturally Glass ceiling The opportunity gap

Leadership initiative

Barriers to evolution
Ethnocentrism Stereotypes and prejudice The white male club The paradox of diversity Actual cultural differences

Leadership solutions
A personal, long-range vision that recognises and supports a diverse organisational community. A broad knowledge of the dimensions of diversity and awareness of multicultural issues.

Leadership solutions
An openness to change themselves. Mentoring and empowering diverse employees.

Personal development awareness

Diversity Ways women lead Global diversity Challenges minorities face Leadership initiatives Leadership solutions

Daft R. L., Pirola-Merlo A., (2009), The Leadership Experience, APE 1, Cengage Learning, Australia

Ginny Ferguson CPIT: 2012