For example, the Nordic cluster is most dissimilar from the Eastern European cluster. Cultural similarity is greatest among societies that constitute a cluster cultural difference increases the farther clusters are apart. This allowed GLOBE (see Figure 1) to place 60 of the 62 societies into culture clusters, similar to those by other previous studies (Ronen and Shenkar, 1985 Inglehart, 1997 Schwartz 1999). Performance Orientation The degree to which a collective encourages and rewards group members for performance improvement and excellence. Future Orientation The extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future. Gender Egalitarianism The degree to which a collective minimizes gender inequality. Assertiveness The degree to which individuals are assertive, confrontational, and aggressive in their relationships with others. Collectivism II (In-Group) The degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families. Collectivism I (Institutional) The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action. Humane Orientation The degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others. They are: Power Distance The degree to which members of a collective expect power to be distributed equally Uncertainty Avoidance The extent to which a society, organization, or group relies on social norms, rules, and procedures to alleviate unpredictability of future events. They build on findings by Hofstede (1980), Schwartz (1994), Smith (1995), Inglehart (1997), and others. GLOBE established nine cultural dimensions that make it possible to capture the similarities and/or differences in norms, values, beliefs –and practices-among societies. GDR.) Cultural Dimensions and Culture Clusters GLOBE's first major achievement is a comprehensive description of how cultures are different or similar from one another. White and Black culture, and in Germany, it differentiates West and East Germany (formerly known as In Canada and Switzerland, Globe distinguishes betweenįrench- and English-, or French- and German-speakers, respectively in South Africa, it differentiates GLOBE speaks of societies rather than countries, as their data showed that some countries areįractioned into rather different cultural groups. This summary contains: GLOBE’s finding about dimensions of cultural values and how cultures are similar or dissimilar from each other in terms of their values GLOBE’s findings of how people’s ideas of good leadership vary across cultures Country scores on GLOBE’s six leadership styles GLOBE It complements the findings from the first volume with in -country leadership literature analyses, interview data, focus group discussions, and formal analyses of printed media to provide in-depth descriptions of leadership theory and leader behavior in those 25 cultures. A second major volume, 'Culture and Leadership across the World: The GLOBE Book of In-Depth Studies of 25 Societies' became available in early 2007. In 2004, its first comprehensive volume on 'Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies 1 ' was published. House (1932-2011) of the Wharton School of Business, University of Pennsylvania. Background The 'Global Leadership and Organizational Behavior Effectiveness' (GLOBE) Research Program was conceived in 1991 by Robert J. GLOBE found that some aspects of leadership are culturally dependent, while charismatic and team-oriented leadership are universally desirable styles. GLOBE findings offer a range of practical advice for cross-cultural business and leadership, e. Its results are used to compare cultures in terms of their values and practices, and in terms of the leadership style, that are endorsed in different cultures. GLOBE also measured culturally different ideas of the characteristics of outstanding leaders, thereby providing the largest information base for cross-cultural leadership ever. Its results are based on data from about 17,300 middle managers from 951 organizations in the food processing, financial services, and telecommunications services industries in 58 countries. Leader Effectiveness and Culture: The GLOBE Study In a Nutshell GLOBE was initiated to investigate one fundamental question: How is culture related to societal, organizational, and leader effectiveness? The research project measured culture in different segments (country, industry, and organization) exploring both current practices and values.
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