As Kassar, Rouhana nad Lythreatis (2015) state, “while ‘expats’ can provide continuity, valuable expertise, and other skills, they must acclimatize successfully and remain in the job a reasonable time” (p. 4). In the case of KAPResources Consulting Firm, a group of culturally diverse team members, some of whom are expats, are being led by an individual from a completely different cultural background. Hofstede has shown with his 5 cultural dimensions how important it is for a leader in such a situation to pick up on the cultural dimensions that are strongest and weakest in the group so as to respond accordingly. For instance, if there is a high Power Distance Index within the group, the leader should approach the situation differently than if the Power Distance Index is low. This same consideration should be given to the other four indices as well—the Individualism versus Collectivism index, the Masculinity versus Femininity Index, the Uncertainty Avoidance Index, the Pragmatic versus Normative Index, and the Indulgence versus Restraint Index (MindTools, 2018). As the leader of the group, my proposal for a plan for the dinner event at which the team members and their spouses join to meet, interact and feel more interconnected would begin with a simple introduction of one another as we all sit down around the table. It is important...
Getting their preferences ahead of time so that their choices are available at the dinner will show that I am a thoughtful and conscientious and considerate leader and this will make them more open to my suggestions once we are all seated.References
Kassar, A. N., Rouhana, A., & Lythreatis, S. (2015). Cross-cultural Training. SAM Advanced Management Journal, 80(4), 4.
Lumsden, G., Lumsden, D., &Weithoff, C. (2010). Communicating in groups and teams: Sharing leadership (5th ed.). Boston, MA: Wadsworth Cengage Learning.
MindTools. (2018). Hofstede’s 5 cultural dimensions. Retrieved from https://www.mindtools.com/pages/article/newLDR_66.htm
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