Hofstede Case Study

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Recommended: Hofstede and trompenaars cultural dimensions

Stock and Genisyürek (2012) reported a study by global leadership and organizational effectiveness (GLOBE) which established 9 cultural aspects for the purpose of ascertaining the similarities and variations that are inherent in societies and in traits. The study was developed upon the findings of Hofstede on cultural studies. The aspects include uncertainty avoidance, power distance institutional collectivism, human orientation, in-group collectivism, assertiveness, future orientation, performance orientation and gender egalitarianism. The major variations that differentiate the GLOBE and Hofstede’s dimensions include the inclusion of the humane orientation which regards the issuing of collective rewards for the kindness and care for others …show more content…

Servant leadership focuses on followers whereby the leadership shares powers in a case where the major objective is serving the needs of the followers. Situational leadership can be regarded as the objectification of servant leadership through focusing on a goal, task or situation (Sheikh, Newman and Al Azzeh, 2013). Transformational leadership on the other hand involves the connection, inspiring and motivation of followers through numerous methods and motivating the followers with the leader acting as a role model and understanding their strengths and weaknesses (Yun-His, Ming-Chia and Yi-Fan, …show more content…

The theory has evolved from a continuum that is task versus people oriented leadership (Haibin and Shanshi, 2014). Leaders who are task oriented have a defined role for their followers; provide instructions that are definite, develop organizational patterns and come up with communication patterns that are formal (McCleskey, 2014). On the contrary, those that are relation oriented have a concern for others, make attempts towards decreasing emotional conflicts, control equal participation and seek harmony in relationships (Shin, Heath and Lee, 2011). The effectiveness in situational leadership involves the mixing of task and relationship behaviors (Riaz, and Khalili, 2014). This is further determined by the followers’ degree of maturity as it regards psychological and job maturity and their previous training and education (Haibin and Shanshi,

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