Leadership and Hofstede's five dimensions - Essay Example

Leadership and Hofstede five dimensions Introduction Culture refers to the beliefs, norms, traditions andarts that distinguishes one group of people from another and is transmitted through institutions, languages, material objects, rituals and arts (Hofstede 6). According to Hofstede, the culture is the collective programming of the human min that distinguishes on group of people from another. Geert Hofstede outlined five dimensions of culture that are essential in differentiating one culture from another.

The five dimensions include the power distance index, the individuality index, the masculinity index, the uncertainty avoidance index and the long-term or short-term orientation index. Hofstede five cultural dimensions influence the leadership process of influencing the efforts of the subordinates towards attainment of shared organizational goals (Hofstede 154). Hofstede five cultural dimensions and how they relate to leadership The five dimensions of culture relate to the leadership style used by a person from the particular culture.

The first dimension is the power distance index and refers to the extent the less powerful members of the society or organizations accept and appreciate that power is unevenly distributed (Mind Tools para 8). High power distance cultures have centralized control and strong hierarchies in leadership due to respect for authority since power is not shared equally. Low-power distance leadership ensures flatter organizations and subordinates are considered equal thus leaders involved the subordinates in decision-making process (Hofstede, p 48).

The second dimension is the uncertainty avoidance and deals with the ability to tolerate ambiguity or unstructured situations. The organizations with high uncertainty avoidance have formal business polices and static structures since the leadership avoids change or uncertain situations that may disrupt the current business structure (Mind Tools para 10). The low uncertainty avoidance culture ensures that the leadership style appreciates informal business attitude and leaders are concerned with the long-term business strategy and success rather than the daily situations.

The leadership welcomes changes and takes risks in investing in long-term projects (Hofstede 163). The third dimension is the degree of individualism or collectivism that determines whether the society appreciates individual or group accomplishments and degree of relationships within the organization (Hofstede 11). Individualistic cultures value individual time, respect and freedom and appreciate individual accomplishments in the organization. The leadership allows individuals to express their own ideas and suggestions.

On the other hand, collectivism cultures emphasis on group harmony, respect for age and suppress emotions in order to keep traditions and maintain harmony (Hofstede 178). The fourth dimension is the masculinity index that refers to the degree to which the society sticks to the traditional male and female roles. High masculinity index refers to the leadership provides for distinction to men and women work and men may make emotionally based decisions (Mind Tools para 9). On the other hand, low masculinity index in leadership allows women to have equal opportunities even in high organizational positions and successful women are admired as role models (Luger 89).

The fifth dimension is the long-term orientation (LTO) that refers to the degree to which the society values the long-term traditions and values as opposed to the short-term values. Cultures with high-longterm orientation value the family as basis of society and organizations have strong work ethic (Mind Tools para 11). The workers are expected to show respect to the established values and much emphasis is placed on the education and training. On the other hand, cultures with low long-term orientation exhibit equality, high creativity and self-actualization since the culture appreciates changes (Luger 67).

The combination of dimensions that make the most effective leader The best combination of dimensions that make the most effective leader include the low-power distance index, individualism, low masculinity, low uncertainty avoidance and long term orientation. Low power distance ensures that leaders implement flatter structures that ensure subordinates participate in the shared decision-making and employees are treated with respect. The individualism ensures that individual employees are rewarded for their hard work and have opportunities to participate in more challenging roles (Hofstede 209).

The low masculinity ensures a leader provides equal opportunities and equal rewards to both men and women. Low uncertainty avoidance is also essential since the leader is able to appreciate change and ensure long-term success. The lack of stringent policies and organizational structure also facilitate efficient communication and shared decision-making. Another aspect that is essential is the long-term orientation since the leader is able to plan and articulate a shared vision for the organization and influence the efforts of the subordinates towards attainment of the long-term strategy objectives of the organization.

The leader is not afraid to make mistakes and is able to remain committed towards attainment of the long-term strategy goals (Hofstede 215). Conclusion Hofstede five cultural dimensions influence the leadership traits and styles in an organization. The power distance determines the hierarchies and levels of authority while individualism index or collectivism determines the degree to which individual or collective accomplishments are valued in the organization. The ability to tolerate unstructured situations and long term orientation is essential for effective leadership in modern organizations.

References:Hofstede, G. Culture’s consequences: international differences in work-related values. New York: Sage Publications. 1980.Luger, E. Hofstede’s cultural dimensions. Muchen: GRIN Verlag. 2009. Mind Tools. (2015). ‘Hofstede’s cultural dimensions: understanding workplace values around the world’, Accessed from http://www.mindtools.com/pages/article/newLDR_66.htm.