Replies to Peer’s Posts
Repliesto Peer’s Posts
Repliesto Peer’s Posts
Iappreciate your post. It is very positive to realize that thesuggestion is already working elsewhere. When organizationsacknowledge cultural diversity as part of everyday life, andtransform this belief, through the leaders, to the employees, theworkplace becomes very conducive. The procedures noted in your postare good evidence of intercultural sensitivity in practice. Sharingof the meals and the relevance attached to the meals culturally is away that positively identifies people to their culture. A person whoengages in such a move develops a positive attitude amongst fellowworkmates, who in turn develop an accommodating atmosphere to all asthey can seemingly identify fully with each other. Your post is agood insight to me and any other reader who would be interested inknowing how cultural sensitivity can be embraced in an organization.
Thankyou very much for your post. I flipped through the suggested readingby GLOBE study and realized some really helpful work on leadershipperspectives. It is a plausible add-on to the present discussion ontransformative leadership as it opens one up to various perspectivesof leadership, and builds on cultural aspects. The differentleadership theories highlighted in the study introduce a very clearpicture of organizations and cultural leadership. I concur with youon the build-up to Hofstede’s uncertainty avoidance the principledenotes different cultural reactions to anxiety (Zhang & Zhou,2014), whilst cultural sensitivity calls for tolerance to culturaldifferences. In this sense, the readings suggested suffice inbringing out the cross-cultural leadership aspect from a differentviewpoint.
Iam glad for your post. Cultural competence, as notes is a real issuein many organizations today. Transformative leadership has beenadvocated a credible solution to this silent problem as it recognizesthe cultural differences imminent in managing different people.Commitment to social change that is deep and equitable is animportant characteristic of transformative leaders that sets them outfrom others towards achievement of cultural competence. The deliverychallenge you noted can be addressed by the leaders by inculcatingthe culture of cultural sensitivity continuously, and through otherprocesses as encouraging democratic participation.
Ireally like your points of view. In accordance to your assertion onover-dependency as posited by Mansueto, I agree that thetransformative leader should look out for possibilities ofover-dependent team members. Being of different personalities, it isevident that cases of personalities being over-dependent on a teamare rife. In retrospect, creativity can be enhanced by making surethat all members participate in such activities as suggested in anearlier reply, like sharing meals. It is upon the transformativeleader to personally initiate creativity that will, in return, ensurethat all members of the organization are creative. On supportingcreativity by including educational programs, I concur with yoursuggestion. In my case, I suggested addition of education programs toincrease creativity, skewed to the notion that more information wouldlead to more action. Your suggestion on delegating low-risk tasks,however, chips in very effectively. A person can build theirself-efficacy and creativity by getting involved in more activities.Looking at your comment, you noted that “training does not solveeverything”, meaning that still some positive steps can be gainedfrom it. I would, therefore, suggest a formula that is inclusive,which will take care of the different personalities in organizations.
Zhang,X. & Zhou, J. (2014). Empowering leadership, uncertaintyavoidance, trust, and employee creativity: Interaction effects and amediating mechanism. Organizational Behavior and Human Decision Processes, 124(2): 150-164.
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