Organizational Culture & Global Leadership Competencies - Sietar Intercultural Congress 2015

SIETAR Europa Congress 2015

Presentation by David Sharpley UK Chartered Psychologist

LinkedIn ID: ‘David Sharpley CPsychol’

Insights into Organisational Culture

http://www.Pario-Innovations.com

Essential Elements of Intercultural Leadership

http://www.pario-innovations.com/

Culture, Leadership & Organizations

Discover Pario Online Resourcesfor Clients & Associates

Pario Resources Include: * Surveys Profiling Work Culture & Engagement

* 360 Degree Feedback

* Questionnaires for Coaching,

Competency Assessment & Leadership Development

Pario options also enable Clients / Associates

to design questionnaires and reports

Find out more about profiling organizational culture and employee engagement http://www.employee-engagement-profiling.com


http://www.employee-engagement-profiling.com/


- The Impact of Education & Training- Changes in Mindset- A New Sense of Identity

Accra, Ghana (working with JCS Investments) www.jcs.com.gh JCS facilitate new investment in Ghana

Singapore & SE Asia (masterclass workshops… developing capability)

Issues to Consider:

David Sharpley: International Experience

The University of Lancaster (UK)… now in Accra

…the changing face of education in Africa


http://www.jcs.com.gh/



Example: Change “In-group Collectivism” to ‘Organizational Commitment’ ?

There are four ‘levels of connection’ employees express in Pario surveys, ranging from ‘commitment’ to ‘disaffection’

Could intercultural professionals use alternative words and language ?

Organizational Effectiveness




Factors Shaping the Organization’s Culture

Founders’ Vision e.g. Apple

Industry Sector e.g. Toyota, Google

Organizational Structure e.g. Civil Service

Organizational Processes & Strategic HRM Design

Demographic & Educational Profile

National Cultural Differences




Defining ‘Organization Culture’The basic set of assumptions, beliefs or accepted meanings underlying the way things are done.. These include what is real, what is right, how we should relate to others, how we view personal and shared space, and assumptions about people. Edgar Schein (1985)

The ways of thinking, speaking and interacting that characterise a certain group...

The collection of relatively uniform & enduring values, beliefs, customs, traditions & practices that are shared by an organisation’s members, learned by new recruits and transmitted from one generation of employees to the next…

The social glue that holds the organisation together…




Culture - Problems

Olympus

“…the tribal culture of the Japanese salaryman”

December 2011




Culture - ProblemsBarclays and Libor…

The evidence uncovered by regulators points to a "culture" that enshrined an embedded belief that the usual values and norms that apply to the rest of us do not apply to banks.

June 2012

Bob Diamond resigns as Barclays chief

Bob Diamond has resigned as chief executive of Barclays over the interest rate rigging scandal at the bank, with Marcus Agius taking control as chairman.




Competing Identities Create Tension

Age GroupEducation LevelProfessionalism

A number of factors can contribute to a sense of ‘disconnection’ between personal, professional and organizational (corporate)

identity. http://www.Pario-Innovations.com



Organizational Effectiveness

Recognizing Core NeedsPersonal Power vs Socialised Power

High performance requires awareness of key priorities (and management of relationships) in each of the four quadrants.




Understanding the Core Needs

Self Determination Theory – Deci & Ryan (1980)

Competence (Mastery) - Skill Development / Personal Capability

Autonomy - Self Directed / Personal Control

Relatedness - Positive Relationships / Support

SDT is backed by extensive research & suggests that people have three core needs, but vary in the strength & expression of these needs. Motivation

increases when activities are meaningful, improve skills and are self-directed (and there is shared purpose).

https://www.youtube.com/watch?v=u6XAPnuFjJc

Purposeful Conversations contribute to development of shared understanding






Purposeful Conversations

Leading with AIMS

AIMS … create meaning, encourage autonomy and provide support

Awareness enhance your self-awareness (avoid assumptions)

Insight review the context / clarify priorities

Meaning emphasize the meaning (shared purpose)

Support identify the support required

Awareness builds on active listening, insight explores wider issues… Meaning comes from the perceived value of outcomeshttp://www.Pario-Innovations.com



The GLOBE Study of 62 Societies Global Leadership and Organizational Behaviour Effectiveness

Nine Cultural Dimensions

Future Orientation: Gender Egalitarianism:Assertiveness:Humane Orientation:In-Group Collectivism:Institutional Collectivism:Performance Orientation:Power Distance:Uncertainty Avoidance:

Questions:

What do each of these labels really mean?

How ‘fixed’ are these concepts?




Challenging Stereotypes

Questioning Cultural Assumptions

Example: “Future Orientation” is changing…

Ghana: 2000 2015

Time Horizon: 1-7 days ? (1 month ?) 25 years ?

Focus: cash economy mortgages !

Services: limited options ‘mobile money’

financial products




What is Leadership?

Clarifying the terms ‘Management’ and ‘Leadership’

Management:

Leadership:

Rational & Logical (Requirements are clear)

Emotional (Focus on change & future requirements)

What’s the difference ?

Many Successful Organizations Emphasize Cascaded Leadership, Role Responsibility + Autonomy …and Devolved Decision Making.

However, Culture and Context need to be considered…




The GLOBE Study of 62 Societies

Six Global Leadership Dimensions

Labels: Alternative Descriptions / Labels

Charismatic / Value-Based (Displays Personal Conviction)Team Orientated (Encourages Shared Purpose)Participative (Involves Others)Humane Orientated (Supportive – Develops Capability)Autonomous negative? (Self-Directed / Independent)Self-protective negative? (Self Serving / Defensive)

‘Charismatic value-based, team orientated, and participative leadership are generally reported to contribute to outstanding leadership’ Dr

Thom Wolf




The GLOBE Study of 62 Societies Global Leadership and Organizational Behaviour Effectiveness

The Model Global Leader ?

‘Charismatic’ / Value-Based (Shows Conviction & Vision)Team Orientated (Creates Shared Purpose)Participative

… focusing on principled, collaborative action

…ideally, also Humane i.e. supportive / enabling(not self serving)

Question: How do we assess competencies linked to Global Leadership ?




Setting Management StandardsThe UK Health & Safety Executive (HSE) has set out ‘Management

Standards’ that cover six areas of work design that, if not managed effectively, can contribute to poor health, lower productivity &

increased absence.Demands - employees’ workload, work patterns and the work environment

Control - the degree of personal discretion employees have over work activities

Support - encouragement and resources for personal development

Relationships - positive working that avoids unacceptable behaviour

Role Clarity - clear goals, avoiding conflicting role demands

Change - effective management and communication of change

Managers need to consider role demands, opportunities for employee autonomy, levels of support, and issues linked to management of change




Competence & CompetenciesProfiling the Attributes Contributing to High Performance

The 3H Competency Model

Head – Vision, Analysis, Monitoring, Planning Heart – Collaborative / Interpersonal EffectivenessHands – Drive, Resilience, Achievement Focus

… focusing on principled, collaborative action ?

The Profiling Challenge: identifying a supportive /enabling approach… raising awareness of mind-set issues and highlighting interdependencies

Competencies: the approach & attributes linked to superior performanceCompetence: the knowledge, skills & experience required to ‘perform’




Reviewing CapabilityLeadership Problems often result from a lack of Self Awareness and poor understanding of how best to respond to challenging situations.

50% of managers eventually fail

67% have significant short-comings

75% of direct reports say that their immediate manager is the most stressful aspect of their job

Handbook of Industrial & Organizational Psychology, 2010 Vol 3

(Published by the American Psychological Association)

(and 99% of managers could improve their leadership skills)




Successful Teams – Research Insights

Setting good direction for a team means being authoritative and insistent about desired end states, but being equally insistent about not specifying how the team should go about achieving those end-

states.Prof. Richard Hackman

The Progress Principle: Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner

work lives of their employees in four avoidable ways. Prof. Teresa Amabile

http://progressprinciple.com/research







Pario 360: Developing Capability

Use 360 Degree Feedback to…

Explore Interdependencies

Improve Communication

Identify the Expectations of Different Groups

Note: Take care in the communication and ‘positioning’ of the 360 process…





Pario Professional Profiling

Builds on the 3H Model

Typical UK manager scores

Gain Insight into Individual Preference

s

Register for the

updated intercultural version.


Steps to High PerformanceDeveloping High Performance

Openness to new possibilities enhances adaptability…

- Cultural Awareness… requires appreciation of interdependencies

- Role Clarity… requires understanding of roles / responsibilities

- Professionalism… needs to be created.. it’s not automatic

- Everyone needs coaching / support

Managers should consider the age, education level and mindset of staff

Personal Conviction contributes to Authenticity and Effective Leadership.. a strong sense of purpose / direction is then strengthened by dialogue, i.e. ‘Purposeful Conversations’ and ‘Leading with AIMS’




Intercultural Training & ResourcesDeveloping High Performance

Contact Pario to discuss intercultural training and get access to the online resources, including 360 degree feedback and coaching/development

questionnaires.

[email protected]

Register for the two-day Pario ‘Full Accreditation’ Course

Learn how to use all the Pario online questionnaires and reports (& design new tools)

[email protected]


mailto:[email protected]

mailto:[email protected]


Organizational Culture & Global Leadership Competencies - Sietar Intercultural Congress 2015

Leadership & Management

africa http

tribal culture

organization culture

culture problems barclays

employee engagement

david sharpley cpsychol

organizational commitment

culture problems olympus