Chapter 10

Question 1

How does Martin and Meyerson define culture?

Answer 1

As the glue which binds a group of people together.

Question 2

How does Schein describe culture?

Answer 2

As a shared set of values, beliefs, attitudes and basic assumptions on reality and these are expressed through different artifacts.

Question 3

How is a group developed according to Schein?

Answer 3

The group has developed through interaction and exposure to specific problems, challenges and successes.

Question 4

How is membership in a group achieved according to Schein?

Answer 4

Membership is achieved by adapting to and interacting with the shared values and assumptions.

Question 5

How is culture developed according to Schein?

Answer 5

Culture is constantly evolving with new experiences and interactions.

Question 6

What are the to perspectives of the role and importance of leadership in relation to culture?

Answer 6

Culture can be viewed as either a variable or a root metaphor.

Question 7

What is a root metaphor?

Answer 7

An image, narrative, or fact that shapes an individual’s perception of the world and interpretation of reality.

Question 8

What is the role and importance of leadership in relation to culture? (Variable)

Answer 8

It is the role of the leader role of the leader to be the cultural change agent. By creating, maintaining and changing culture the leader can improve overall performance.

Question 9

What is the role and importance of leadership in relation to culture? (Root metaphor)

Answer 9

organisations are naturally evolving and unmanageable cultures on their own. Leadership is a symbolic activity, engages i sense- and meaning making and shaping followers’ beliefs, values and behaviours.

Question 10

What are the three levels of culture? (Schein)

Answer 10

+ Artefacts
+ Values, beliefs, attitudes
+ Basic assumptions

Question 11

What can be said about how the levels interact?

Answer 11

The more concrete levels of culture are the consequence of the more abstract concepts of culture.

Question 12

How does the leader change culture?

Answer 12

The leader can change the deepest levels of the culture over time by engaging in artefacts to change the behaviour.

Question 13

How can disagreements be explained by Schein’s model?

Answer 13

It’s a manifestation of different or clashing value sets and basic assumptions.

Question 14

How does culture and leadership interact in Schein’s model?

Answer 14

Cultural norms contribute to the definition of leadership, while the role of the leader is to work with culture.

Question 15

What is the critique of Schein?

Answer 15

+ Leader centric
+ Culture is mor complex
+ Followers’ values affected by other things

Question 16

How does Alvesson describe the leader role in relation to culture?

Answer 16

Leaders are symbolic and have an important role in sense-making where followers are looking to the leader as a symbolic manifestation of the basic assumptions and values.

Question 17

What is sense-making?

Answer 17

Giving a meaning to shared experiences.

Question 18

What do you share if you belong to a group?

Answer 18

a common characteristics, value or identity

Question 19

What is a prototypical leader?

Answer 19

Being prototypical means that the person represents the shared social identity.

Question 20

What does social identity theory say about prototypical leaders?

Answer 20

It’s the concern of the leader to embrace but also shape and define the shared social identity. A prototypical leader is more likely to be accepted and their decision supported.

Question 21

What is etic research?

Answer 21

It explores certain characteristics or phenomena across various cultures and is typically psychology based.

Question 22

What is emic research?

Answer 22

Emic research studies the phenomenon from within the local context and through the lens of natives of the local culture.

Question 23

Uncertainty avoidance

Answer 23

Extent to which members strive to avoide uncertainty by relying on established social norms, rituals ans bureaucratic practices.

Question 24

Power distance

Answer 24

Degree to which members expect and agree that power should be stratified and concentrated at higher levels.

Question 25

Institutional collectivism

Answer 25

Degree to which institutional practices encourage and reward the collective distribution of resources and collective actions.

Question 26

In-group collectivism

Answer 26

Degree to which individuals express pride, loyalty and cohesiveness in their organisations or families.

Question 27

Gender egalitarianism

Answer 27

Degree to which an organisation or society minimises gender role differences while promoting gender equality.

Question 28

Assertiveness

Answer 28

Degree to which individuals in organisations or societies are assertive, confrontational and aggressive in social relationships.

Question 29

Future orientation

Answer 29

Degree to which individuals engage in future-oriented behaviours such as planning, investing ad delaying gratification.

Question 30

Performance orientation

Answer 30

Degree to which an organisation or society encourages and rewards for performance improvement and excellence.

Question 31

Humane orientation

Answer 31

Degree to which individuals encourage and reward individuals for being fair, altruistic, friendly, generous, caring and kind to others.

Question 32

Charismatic/value based

prototype

Answer 32

Visionary, inspirational, self-sacrificial, integrity, decisive, performance oriented

Question 33

Team oriented prototype

Answer 33

Team collaborative, Team integrator, diplomatic, malevolent, administrative

Question 34

Self-protective prototype

Answer 34

Self-centred, status consciousness, conflict inducer, face saver, procedural

Question 35

Participative prototype

Answer 35

Autocratic, participative, egalitarian, delegator

Question 36

Humane orientation prototype

Answer 36

Humane orientation, modesty

Question 37

Autonomous prototype

Answer 37

Individualistic, independent, autonomous, unique

Question 38

What are the critiques of the GLOBE project?

Answer 38

+ Too simplistic conceptualisation of cultures
+ Misrepresentations of specific cultures
+ Lack of representativ sampling
+ Bad metod for cultural studies
+ Fails to investigate the extent national culture influences leadership preferences and beh.

Question 39

What are the negatives of too simplistic conceptualisation of cultures?

Answer 39

It takes a static approach to culture, ignoring its evolving and ever-changing nature.

Question 40

What is the effect of assuming dimensions ass territorial unique?

Answer 40

That characteristics found apply to the whole geographical area ignoring variation within cultures.

Question 41

What is the drawback of treating language as a neutral tool?

Answer 41

It may have caused
cultural differences in the interpretation of the words used. Language as
a transmitter of meaning is a product of historical, social interaction that
is hence unique and specific to individuals and social groups

Question 42

What is the wordliness perspective?

Answer 42

This stresses the active, dynamic element in culture and leadership and stresses
that individual leaders and followers actively dram on different values sets in
different contexts across time

Question 43

What is the wordliness mindset?

Answer 43

A manager’s
ability to manage the context through being aware of his/hers own value set,
ethical code, religious beliefs and those other around him/her.

Question 44

What is the critique of the worldliness perspective?

Answer 44

The risk of chasing another holy

grail of leadership.