Leadership Practices Between The Usa, Nigeria And

LEADERSHIP PRACTICES BETWEEN THE USA, NIGERIA AND SLOVENIA

GLOBAL LEADERS MUST FACE: Highly

complex Constantly changing Difficult to interpret

HOFSTEDE (1993) 

Noticed that theories of leadership are based in American character:

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Individualistic rather than collectivistic

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stressing follower responsibilities rather than rights

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assuming hedonism rather than commitment or altruistic motivation,

STUDY IN UNITED STATES, NIGERIA, AND SLOVENIA 

USA:

The home of almost all major theories of leadership.  Wide variety of ethnic backgrounds.  The main religions are:  Protestant denominations (56%)  Roman Catholicism (28%)  Judaism (2%). 

STUDY IN UNITED STATES, NIGERIA, AND SLOVENIA 

NIGERIA:

The most populous African nation. Consist in 250 ethnic groups and is fraught with ethnic and religious tensions.  The main religions are  Islam (50%)  Christianity (40%)  Indigenous beliefs (10%).

STUDY IN UNITED STATES, NIGERIA, AND SLOVENIA 

SLOVENIA:

Scheduled to join the European Union in May 2004.  The majority of people are Roman Catholics (70.8%). 

LEADERSHIP PRACTICES These theories are all of a common type and have several common characteristics. 1. Explain how leaders are able to lead organizations to attain outstanding accomplishments 2. Explain how certain leaders are able to achieve extraordinary levels of follower motivation, admiration, respect, trust, commitment, dedication, loyalty, and performance. 3. They stress symbolic and emotionally appealing leader behaviors, such as visionary, frame alignment, empowering 

KOUZES AND POSNER’S (1987) 

• Challenging the Process (CP): Searching for challenging opportunities, questioning the status quo, experimenting, and taking risks.

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• Inspiring a Shared Vision (ISV): Envisioning an exciting future and enlisting others to pursue that future.

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• Enabling Others to Act (EOA): Fostering collaboration, and empowering and strengthening others.

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• Modeling the Way (MW): Consistently practicing one’s own espoused values, setting the example, planning small wins.

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• Encouraging the Hearth (EH): Giving positive feedback, recognizing individual contributions, and celebrating team accomplishments.

CULTURE AND ITS IMPACT ON LEADERSHIP PRACTICES 

Hofstede (1980) defines culture as “collective programming of the mind that distinguishes the members of one group or category of people from another.”

He has identified four core dimensions of culture: • Power distance (PD): The extent to which people accept inequality in power among institutions, organizations, and people. • Uncertainty avoidance (UA): The extent to which members of a society feel uncomfortable with unstructured situations, uncertainty, and ambiguity. • Individualism vs. collectivism (IND): The degree to which individuals are supposed to look after themselves or remain integrated in groups, usually centered on the family. Collectivism means a preference for a tightly knit social framework in which individuals look after one another and organizations protect their members’ interests. • Masculinity vs. femininity (MAS): The degree to which people prefer achievement, heroism, assertiveness, work centrality.

DIFFERENCES BETWEEN THE CULTURES OF THE THREE COUNTRIES.  

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Slovenia Highly collectivistic, feminine society, characterized by high uncertainty avoidance and power distance. USA Very individualistic, quite masculine, and a little below average on uncertainty avoidance and power distance. Nigeria Shows the strongest for power distance and collectivism, even more than Slovenia. It is moderately feminine and is characterized by moderate uncertainty avoidance, similar to the United States. Cultural distance between the United States and Nigeria appears to be 132, between the United States and Slovenia 180, and betweenSlovenia and Nigeria only 74.