Eurooppalainen näkökulma suomalaiseen kulttuurijohtamiseen ja suomalaiseen yhteiskuntaan sopeutuminen

Tässä tutkielmassa korostuu Euroopan sisäinen kulttuurillinen erilaisuus ja sen vaatimukset Suomessa toimiville monikansallisille organisaatioille. Eurooppalaista johtamista on tutkittu jo vuosikymmenten ajan, mutta erityisesti suomalaisesta, Suomessa työskentelevien eurooppalaisten näkökulmasta ei vastaavaa tutkimusta tiettävästi ole aiemmin tehty. Tutkimuksen tavoitteena on selvittää suomalaisen kulttuurin ja johtajuuden arvoeroja muiden Euroopan Unionin maiden kansalaisten näkökulmasta. Pohjois-Euroopan maista tutkimuksessa on mukana edustajia Ruotsista, Tanskasta ja Hollannista. Keski-Euroopan maista edustusta löytyy Saksasta ja Itävallasta, kun Etelä-Eurooppaa edustavat ranskalaiset ja italialaiset henkilöt. Itäisestä Euroopasta mukana on latvialaisia henkilöitä ja anglo-Euroopasta britannialaisia. Tutkimus kartoittaa tutkimukseen mukaan otettujen maiden yhteisö- ja johtamiskulttuurillisia törmäyskohtia suomalaisen kulttuurin kanssa, jotta Suomessa toimivat monikansalliset työyhteisöt löytäisivät yhä parempia strategioita eurooppalaisen ihmispääoman, eurooppalaisten työntekijöiden ja näiden osaamisen, johtamiseksi ja monikansallisen yhteisön toimivuuden ymmärtämiseksi ja parantamiseksi. Näitä törmäyskohtia tarkastellaan empiirisesti Hofsteden (1984) kulttuuridimensioiden, Housen ym. (1999) GLOBE-tutkimuksen ja Koopmanin ym. (1999) johtajuusulottuvuuksien avulla. Tutkimusaineisto koostuu Internet-pohjaisesta kyselystä, joka suoritettiin keväällä 2010. Siihen osallistui 75 Suomessa työskentelevää Euroopan Unionin kansalaista. Analysointimenetelmänä tutkimuksessa käytetään klusterointia, keskiarvoistuksia, Kruskall Wallisin testiä ja sisällönanalyysiä tukemaan määrällisen analyysin tuloksia ja tuomaan esiin siitä poikkeavia havaintoja. Tutkimuksen ytimessä on johtamiskulttuurilliset erot, joista tehdään laajempaa analyysiä edellä mainituin keinoin. Yhteisökulttuurillisia eroja havainnoidaan tutkimuskyselyyn perustuvien väittämien perusteella tehtyjen histogrammien avulla. Tutkimuksen tulokset osoittavat, että maantieteellinen, uskonnollinen tai poliittinen läheisyys eivät määritä kulttuurillista läheisyyttä tai johda kulttuurilliseen sopeutumiseen. Poliittinen raja kahden naapurin välillä saattaa johtaa saman asian kokemiseen kahdella täysin eri tavalla. Lisäksi tuloksista käy ilmi, että yhteisökulttuurilliset ja johtamiskulttuurilliset arvot eivät välttämättä kulje käsikkäin Suomessa työskentelevien eurooppalaisten näkökulmasta. Yleisinä kulttuurillisina kipukohtina tutkimuksessa nousee esiin suomalaisen kulttuurin sosiaalisuuden ja kommunikaation puutteellisuus, toisaalta suomalaiseen kulttuuriin sopeutumista helpottaa suomalainen rehellisyys ja suoruus. Johtamiskulttuurillisina haasteina eurooppalaiset kokevat suomalaisen tyyppijohtajan kyvyttömyyden riskien ottamiseen ja kannustusmenetelmien puutteet. Tämän lisäksi tutkimuksessa tulee ilmi useita tiettyihin kansallisuuksiin liittyviä törmäyskohtia. Tutkimus on nähtävä tämän hetken kuvauksena. Kulttuuritutkimus sisältää monia tekijöitä, jotka ovat jatkuvassa muutoksessa ja lisäksi hyvin subjektiivisia. Kulttuurijohtajuus merkitsee kuitenkin nyt ja tulevaisuudessa kykyä olla innovatiivinen, joustava ja herkkä sosiaalisille merkityksille.

Beyond cultural values? Cultural leadership ideals and entrepreneurship

This paper offers a fresh perspective on national culture and entrepreneurship research. It explores the role of Culturally-endorsed implicit Leadership Theories (CLTs) – i.e., the cultural expectations about outstanding, ideal leadership – on individual entrepreneurship. Developing arguments based on culture-entrepreneurship fit, we predict that charismatic and self-protective CLTs positively affect entrepreneurship. They provide a context that enables entrepreneurs to be co-operative in order to initiate change but also to be self-protective and competitive so as to safeguard their venture and avoid being exploited. We further theorize that CLTs are more proximal drivers of cross-country differences in entrepreneurship as compared with distal cultural values. We find support for our propositions in a multi-level study of 42 countries. Cultural values (of uncertainty avoidance and collectivism) influence entrepreneurship mainly indirectly, via charismatic and self-protective CLTs. We do not find a similar indirect effect for cultural practices.

Modernizing human resource management : the importance of values-based leadership in the Canadian federal public service /

Over the past several decades, many theories have been advanced as to why efforts to reform the public service have met with only limited success. Clearly, the role of leadership with respect to reform must be examined, since successful organizational leaders should be extremely accomplished in the promotion and protection of the values that underlie decision-making. The issue of effective leadership is particularly significant for the future of the public service of Canada. Large numbers of public servants in the executive ranks are due to retire within the next five years. Given their central role, it is vital that there be enough dedicated and committed public servants to staff future vacancies. It is also essential that future public service leaders possess the competencies and values associated with a world-class public service and, a new type of public organization. Related to this point is the importance of people-management skills. People management in the public service is an issue that has historically faced - and will continue to face - major challenges with respect to recruiting and retaining the leaders it requires for its continued success. It is imperative that the public service not only be revitalized and be seen as an employer of choice, but also that the process by which it accomplishes this goal - the practice of human resource management - be modernized. To achieve the flexibility needed to remain effective, the public service requires the kind ofleadership that supports new public service values such as innovation and which emphasizes a "people- first" approach. This thesis examines the kind of public service leadership needed to modernize the human resource management regime in the federal public service. A historical examination of public service values is presented to help determine the values that are important for public service leaders with respect to modernizing human resource management. Since replenishing the 2 ranks of public service leaders is crucial to ensure the quality of service to Canadians, leadership that supports career planning will be a major focus of this paper. In addition, this thesis demonstrates that while traditional public service values continue to endure, innovative leaders must effectively reconcile new public service values with traditional values in order to increase the possibilities for successful reform as well as achieve business objectives. Much of the thesis is devoted to explaining the crucial role of post-bureaucratic leadership to successful reform. One of the major findings of the thesis is that leaders who demonstrate a blending of new public service values and traditional values are critical to creating effective employment relationships, which are key to modernizing human resource management in the federal public service. It will be apparent that public service leaders must ensure that an appropriate accountability framework is in place before embarking on reform. However, leaders who support new public service values such as innovation and empowerment and who emphasize the importance of people are essential to successful reform.

Are country and culture values interchangeable? A case example using occupational stress and coping

Cross cultural research in occupational stress and coping has produced a wealth of knowledge. Although advances have been made, there are still problems to be solved. One of these problems is the confusion generated in the literature by researchers claiming that nation or country represents cultural values, and the use of the two terms interchangeably. It remains unclear whether this practice is correct. The present article reported on this by using 511 full-time employees from Australia, Singapore and Sri Lanka to study occupational stress and coping. Results revealed that cultural value paradigms (i.e. Individualism–Collectivism) were distributed across the three nations such that over 60% of participants were either high or low in both I–C paradigms. The findings also indicated that the relationship between cultural value paradigm and country impacted on stress and coping differently. The study shows that significant differences exist within countries as well as between countries, such that any attempt to equate ‘culture’ with ‘country’ becomes problematic. Therefore these findings established that country or nation is not the same as culture values and cannot be used interchangeably.

Leadership and performance in multicultural business environments a qualitative study in German-Colombian teams

Multicultural leadership is a topic a great interest in nowadays globalized work environment. Colombia emerges as an attractive marketplace with appealing business opportunities, especially for German enterprises. After presenting Colombia’s current political, social and economic situation, the thesis elaborates the complex subject of cultural differences while focusing on the peculiarities of German and Colombian national cultures. The resulting implications for a team’s collaboration and leader effectiveness are theoretically supported with reference to the landmark studies of Hofstede and GLOBE. By utilizing semi-structured interview techniques, a qualitative research enriches the previous findings and gives an all-encompassing insight in German-Colombian teamwork. The investigation identifies distinctive behavioral patterns and relations, which imply challenges and factors of success for multicultural team leaders. Finally, a categorical analysis examines the influence of cultural traits on team performance and evaluates the effectiveness of the applied leadership style.

Leadership in the Asian Century: Lessons from GLOBE

In this paper, based on the results of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) 61-nation study of culture and leadership, we present findings related to three ‘clusters’ of countries. These clusters are: (1) the ‘Anglo culture’ cluster (Australia, Canada, Ireland, New Zealand, white South Africa, UK, and USA), the ‘Southern Asia’ cluster (Iran, India, Thailand, Malaysia, Indonesia, and the Philippines), and the ‘Confucian Asia’ cluster (China, Hong Kong, Japan, Singapore, South Korea, and Taiwan). Data from the GLOBE study, reporting middle managers’ perceptions of societal practices and values, and of the factors that facilitate and inhibit effective leadership will be compared across the three clusters. Results demonstrate that, despite differences in cultures, especially cultural values, perceptions of effective leadership vary substantially only in respect of the extent that participation is seen to facilitate leadership. In the Anglo cluster, participative leadership is seen as much more facilitative of leadership, than in either of the Asian clusters. Results are discussed in terms of effective leadership styles suitable for management in the twenty-first century, where Asian economies are likely to play a more dominant role than they have in recent history.

Emotional intelligence and multicultural project leadership in Finnish-Chinese MNC context

The main goal of this thesis was to examine how the emotional intelligence skills and multicultural project leadership style of a project manager interrelate and affect the success of a project. The research methods used are literature review in theoretical part of the thesis and semi-structured interviews in empirical part of the thesis. This study is a single case study i.e. one case company was selected to be the secondary level of analysis. Within the case company, four project managers were selected as research units to form the primary level of analysis. Literature review formed the basis for the empirical research and the interview questions were derived from the literature. Findings from the interviews were mirrored against the literature review findings, based on which both conclusions and generalisations could be made. Thus, both deductive and inductive methods were utilised to get more complete picture about the research topic. In the first part of the literature review the general leadership theories and the project leadership terminology are introduced as a background for the concept of emotional intelligence and the integrated leadership model. Emotional intelligence and its interrelation to different leadership concepts are discussed during the literature review. Chinese cultural aspects affecting the way of making business, and the multicultural leadership styles of the Finnish project managers are introduced in the following part of the literature review. It was found that the most successfully used multicultural leadership styles in Finnish-Chinese context are synergistic and polycentric, and these require emotional intelligence skills. In the empirical part on this thesis the findings from the semi-structured interviews are introduced, discussed and analysed. Interviews were done in private meeting rooms, and they were recorded and transcripted to add reliability and validity. Although the sample was only four project managers, the results show that the sample is quite saturated as the responses to several questions followed the same pattern. It was found that Finnish project managers in the case company are democratic and take cultural differences into account in their project leadership. Both synergistic and polycentric leadership styles are used with Chinese team members. Emotional intelligence capabilities and the emphasis of those differ a bit depending on the interviewee. Though, the results show that EI skills and the multicultural project leadership style used in Chinese context are interrelated. The findings from the literature review and the empirical research in this thesis are similar. Though, there is need for further research as the sample was small, and this thesis is a single case study. It is recommendable to make a multi-company study with larger sample of project managers. Also multi-industry perspective is recommendable for further research.

Caracterización de la cultura organizacional y lineamientos de intervención para la implementación de procesos de cambio en las organizaciones. Caso empresa sector financiero

El presente Trabajo de Grado busca caracterizar la cultura organizacional de una empresa del sector Financiero en Colombia y realizar orientaciones de acciones para el cambio organizacional de acuerdo con la estrategia de perdurabilidad establecida por la Alta Dirección de dicha empresa. Para este fin, se realiza una cuidadosa revisión y actualización del estado del arte de los conceptos clave ¨Cultura Organizacional¨ y ¨Cambio Organizacional¨. Es de resaltar que para el primero de ellos, se toma como punto de partida el estado del arte sobre Cultura Organizacional realizado por el profesor Carlos Eduardo Méndez Álvarez y cuyo marco temporal abarca desde los orígenes del concepto en el siglo XIX hasta el año 2006. Asimismo, luego de una cuidadosa revisión de los Modelos de Cambio Organizacional existentes y de la realidad de la empresa objeto de estudio, se adopta el Modelo ADKAR que consta de cinco fases: Conciencia del Cambio, Deseo, Conocimiento, Capacidad – Habilidad y Refuerzo. Asimismo, a partir de la construcción de un fundamento teórico sólido y a través de la aplicación de la metodología para describir la Cultura Organizacional en Colombia MEDECO se busca una aproximación a la Cultura Organizacional de la empresa objeto de estudio con el fin de describir e identificar los rasgos predominantes de su cultura organizacional y entregar una propuesta final con los rasgos necesarios que alientan la consecución exitosa de los procesos de cambio.

The relationship between surgical residents' perception of leadership and patient safety culture

Introduction. Patient safety culture is the integration of interrelated practices that once developed is supported by both the culture and leadership of the organization (Sagan, 1993). The purpose of this study is to describe and examine the relationship between surgical residents’ perception of their leadership and the resulting organizational safety culture within their clinical setting. This assessment is important to understanding the extent that leadership style affects the perception of the safety culture.^ Methods. A secondary dataset was used which included data from 68 surgical residents from two survey instruments, Organizational Description Questionnaire (ODQ) and Patient Safety Climate In Healthcare Organizations (PSCHO) Survey. Multiple regressions followed by hierarchical regressions with the introduction of the Post Graduate Year (PGY) variable examined the association between the leadership styles, Transactional and Transformational and the organizational safety culture variables, Overall Emphasis on Safety, Senior management engagement, Organizational resources for safety. Independent t-tests were conducted to assess whether males and females differ among the organizational safety culture variables and either leadership style.^ Results. The surgical residents perceived their organizational leadership to have greater emphasis placed on transformational leadership culture style relative to transactional leadership culture style. The only significant association found was between Transformational leadership and Organizational resources for safety. PGY had no significant effect on the leadership or the safety culture perceived. No significant difference was found between females and males in regards to the safety culture or the leadership style.^ Discussion. These results have implications as they support the premise for the study which is surgical residents perceive their existing leadership and organizational culture to be more transformational in nature than transactional. Significance was found between the leadership perceived and one of the safety culture variables, Organizational resources for safety. The foundation for this association lies in the fact that surgical residents are the personnel which are a part of the organizational resources. Although PGY differentiation did not seem to play a difference in the leadership perceived this could be attributed to the small sample size. No gender difference were found which supports the assumption that within such a highly specialized group such as surgical residents there is no gender differences since the highly specialized field draws a certain type of person with distinct characteristics. In future research these survey tools can be used to gauge the survey audiences’ perception and safety interventions can be developed based on the results. ^

The egalitarian leader: A comparison of leadership in Australia and New Zealand

This article compares leadership in Australia and New Zealand based on data collected as a part of the GLOBE (Global Leadership and Organizational Behavior effectiveness) 62-nation culture and leadership project. Exploratory and confirmatory factor analyses were used to demonstrate that etic (universal) dimensions of 'Charismatic' and 'Self-Protective' leadership are evident in both cultures, but that the dimensions have emic (local) culturally determined manifestations. These emic manifestations were stronger in New Zealand than in Australia. Leadership effectiveness incorporated the negative emic dimension of 'Bureaucratic' leadership (both countries), and the positive emic dimension of 'Egalitarian leadership' in Australia and 'Team leadership' in New Zealand. Both models of leadership nonetheless represent styles of leadership based on egalitarian principles.

Values-driven management as perceived by personnel

Organizational values can be used as a tool for improving organization performance. The role of the leaders in building support and developing behaviours consistent with values-driven management is studied through value perceptions by the personnel in the object organization.

Aasian toinen todellisuus - Suomen suurlähetystöjen monikulttuurisen johtamisen haasteet

Monikulttuurinen johtaminen on globalisaation ja nopean kansainvälistymisen takia erittäin ajankohtainen aihe. Suomessa sitä on kuitenkin tutkittu vasta vähän. Tämän tutkimuksen tarkoituksena on tutkia Suomen suurlähetystöjenmonikulttuurista johtamista Aasian eri kohdemaissa ja kulttuureissa sekä ottaa osaa tieteelliseen keskusteluun monikulttuurisesta johtamisesta. Tutkimuksen kohdemaiksi on valittu neljä Aasian maata, jotka ovat tällä hetkellä hyvin ajankohtaisia nopean talouskasvunsa takia. Itä-Aasiasta mukana ovat Etelä-Korea (Korean tasavalta), Japani ja Kiinan kansantasavalta sekä Kaakkois-Aasiasta tutkimuksessa mukana on Malesia. Tämä tutkimus on laadullinen tutkimus, jonka aineisto koostuu kahdesta laadulliselle tutkimukselle poikkeuksellisesta avoimesta kyselystä, jotka on lähetetty edellä mainittujen maiden suurlähettiläille eri kohdemaihin. Analyysissä menetelmänä on käytetty teemoittelua, jonka avulla on voitu jäsentää saatua aineistoa. Näin teemojen vertailu on myös ollut helpompaa. Tutkimuksen tuloksista kävi ilmi, että monikulttuurinen johtaminen on erittäin haasteellista kansallisten kulttuurien eroista johtuen. Arvot ovat hyvin keskeisessä osassa kulttuuria tutkittaessa ja niiden erot voivat vaikeuttaa kanssakäymistä eri kulttuureista tulevien ihmisten kesken, koska asioiden merkitykset jäävät usein arvoituksiksi vieraasta kulttuurista tuleville henkilöille. Kansallisen kulttuurin tekijöistä kieli, arvot ja uskonto ovat merkittäviä monikulttuurisen johtamisen kannalta. Tutkimuksesta kävi myös ilmi, että Itä- Aasian maissa konfutselaisuudella on suuri merkitys yhteiskuntafilosofiana. Se on muokannut yhteiskunnan arvoja, tapoja ja rakenteita. Vanhempien ja ylempiarvoisten ihmisten arvostus ja vahvasti hierarkkinen yhteiskuntarakenne ovat tyypillisiä konfutselaisuuden piirteitä. Kulttuurin ulottuvuuksista merkityksellisempiä tämän tutkimuksen kannalta ovat yksilöllisyys vs. kollektiivisuus, valtaetäisyys ja konfutselaisuuden dynamiikka (lyhyen vs. pitkän aikavälin suuntautuminen). Kaikki tämän tutkimuksen maat ovat kollektiivisia sekä niissä valtaetäisyys on myös korkea. Tämä tuo haasteita monikulttuuriseen johtamiseen Suomen suurlähetystöissä, koska suomalainen kulttuuri on useimpien länsimaiden tapaan yksilöllinen ja valtaetäisyys on suhteellisen matala. Konfutselaisuuden dynamiikka vaikuttaa lähinnä vain Itä-Aasian maissa tuoden mukanaan erittäin vahvan hierarkian, jota ei voi sivuuttaa. Tutkimuksen aineistoa käsitellään näytenäkökulmasta, eikä sitä ei voisuoraan verrata muihin organisaatioihin tai kulttuureihin. Toisaalta jokaisen kansallisen kulttuurin ihmiset toimivat tietyllä tavalla tietyssä kontekstissa, riippumatta siitä, missä organisaatiossa he työskentelevät. Kulttuuri ohjaa ihmisen toimintaa ja kansallinen kulttuuri on yrityskulttuuria voimakkaampi tekijä.