Leaders and Culture

The word culture was first used in an anthropological and sociological context by E.B. Taylor (1920). Taylor defined it as “that complex whole which includes knowledge, belief, art, morals, law custom, and any other capabilities and habits acquired by man as a member of society” (Stuart, 2004). Culture exists in institutions, nations, geographical regions, organizations, partnerships and shared-interest groups.

The term culture represents a set of assumptions and deep-level values shared by an identifiable group of people. Culture encompasses the relationships among and between people and their environment (Kluckholn & Strodtbeck, 1961). Edward Hall (1981), a well-known cultural anthropologist says culture influences how we think and act based on what we’ve seen and been taught; it also impacts morale and productivity at work (Harris, Moran and Moran, 2004).

Culture is significant in a global society and cross-cultural environments. It is necessary for leaders to consider culture when visioning, implementing or monitoring goals and when communicating intentions, goals and work plans because cultural norms and expectations can and frequently do collide - leaving upset, injury and brokenness that interferes with performance and productivity.

In 06 – 07 I had an opportunity to work on a Millennium Development project in Ghana, West Africa. As a community mobilizer and advocacy advisor, I worked with a Canadian non-profit (north culture) and in-country non-governmental partner (south culture) and their members that included: regional leaders (local culture) and civil society (diverse cultures i.e. parents, educators, tribal, business and community leaders), to improve access to education for all. I came to the role with academic and practical leadership and cultural experience including a lifetime of living and learning in a multi-cultural society. I thought I was prepared for leadership in another culture. I quickly learned what I knew about culture was only the tip of the cultural iceberg.

It is commonly agreed amongst researchers, educators and institutions that there are 10 Characteristics of Culture. These characteristics are visible on the tip of cultural iceberg and are hidden below the waterline.

The iceberg metaphor is used to emphasize the depth and signficance of cultural characteristics. Any cold-water navigator will tell you, there is much more to the iceberg than meets the eye. Not knowing or not valuing cultural characteristics frequently wrecks havoc on relationships and results in cross-cultural relations. Leading in a cultural context requires a leader to explore and embrace cultural characteristics that exist above and below the iceberg waterline.

Understanding culture can be a lifetime assignment, especially in light of the reality that culture is always changing, shifting and developing. Cross-cultural psychology has two broad aims:

1. to understand the differences between human beings from different cultural backgrounds and
2. to understand the similarities between all human beings (Hills, 2002).

Same same - but different, is a cultural colloquialism frequently heard in South East Asia. Identifying, analyzing and addressing cultural differences and sameness provides opportunity to -

- develop strong and effective relationships,
- enable, encourage and empower one another in pursuit of shared vision and common goals,
- set sight on expected results returned as a result of collaboration and cooperation.

Leaders have a tremendous opportunity in work and learning environments to affect real and meaningful change by understanding, valuing, enabling and encouraging others. “It’s a leader’s responsibility to set the tone, to learn to accept the differences of people and to foster an environment where different people can contribute as part of the whole and achieve unity in diversity” (Pollard, 1996).

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Over the next few months Tim and I, in the role of mentors to established and aspiring leaders will be blogging information and insight on Leaders and Culture. Starting here, we offer reflective questions, references, reading materials and sites of interest for you to explore. Our knowledge and experience on the topic comes from learning, travel and work in Africa, North America and Latin America and is supported by academic and workplace research and teaching on leadership and culture. If you would like to know more about our research and consulting work please feel free to connect with us.

In the meantime become curious about your own culture. Ask yourself -

How has your family, friendships, community, learning institutions and nation shaped you and your leadership style?

How has the family or nation-of-origin, communities of engagement or practice including political, educational and religious institutions shaped your colleagues and, or friends cultural perspectives and, or interpretations?

David Livermore, author of "Leading with Cultural Intelligence" argues that managing effectively across multiple cultures is one of the toughest tasks facing [multinational] companies. According to a survey of senior executives from 68 countries quoted in the book, around 90% see “cross-cultural leadership” as the biggest management challenge of this century (Economist, April 6, 2010). When setting out to work, live or learn in another culture it is worthwhile to consider the impact of your own culture on how you think and act - seek to understand before asking to be understood.

If you are curious about your CQ or cultural-intelligence quotient check out Thunderbird's School of Management, no cost Global Mindset® Inventory. I discovered this survey through the  International Leadership Association; the goal of this survey is to provide you with a view of your Global Mindset and to help you identify ways of enhancing your leadership in a cross-cultural enviornment.

Terresa Augustine - LinkedIn

References -
- Economist. (2010). Retrieved http://www.economist.com/node/15859723?story_id=15859723
- Hall, E. (1989). Beyond Culture. New York, NY: Anchor Books.
- Hills, M.D. (2002). Kluckhohn & Strodtbeck`s Value Orientation Theory. Retrieved January 2010 from http://www.ac.wwu.edu/~culture/Hills.htm
- Harris, P.R., Moran, R.T., Moran, S.V. (2004). Managing cultural differences. 6th edition. Burlington, MA.
- Kluckhohn, F.R. & Strodtbeck, F.L. (1961). Variations in value orientations. Evanston, Ill.: Row, Peterson
- Livermore, D. (2009). Leading with cultural intelligence. USA
- Pollard, C.W. (1996). Soul of the firm. Downers-Grove, ILL: HarperBusiness and Zondervan Publishing House
- Stuart, R.B. (2004). Twelve practical suggestions for achieving multicultural competence. Professional Psychology: Research and Practice. Vol 35 (1), Feb. 2004, 3 - 9