Jane Blanchard Final Reflection

December 19th 2014

Cross Cultural Leadership

Cultures, values, worldview, characteristics and experiences are

all components that effect ones view on the world and influence their
leadership and leadership abilities, especially in a cross-cultural
context. Throughout the duration of the class on cross-cultural
leadership, I was confronted with many new ideas and perspectives. At
the beginning of the course I looked at my different identities and how
they shape the way that I see the world. My cultural identity, social
identity, and personal identity. I am the way that I am and identify with
the things that I do because of my upbringing and my place in society.
All of these factors reflect on the culture in which I am acculturated.
These are the things that differentiated myself from others however I
quickly learned that it is sometimes more important to look at the
similarities between people. Everyone eats, drinks, loves, etc. Although
it is important to understand cultural differences and be respective of
them, I also believe that it is important to find the things that link us all
as citizens of the world.
Many different models of leadership were presented throughout
the course. Some of which were influential of the place in the world in
which one is. For example people in Italy have different views on
business and leadership than people in Sweden. I found that the Geert
Hofstede cultural dimension scales very informative on the
fundamental differences between cultures. It was very interesting to
see data visually represented in relation to one another concerning

things like individualism, power distance, masculinity, and uncertainty

avoidance. Although not very in-depth, it gives a great first look at how
a country generally functions and the attitudes within it. These scales
were also interesting to look at from a Canadian perspective. That
along with the CUSO article we read in class helped to define my
stance as a Canadian within the world. My central values and societal
stances are largely based on my geographical location and upbringing.
It is important to understand oneself and the qualities that may
strengthen or weaken your leadership abilities in another country. For
example, my qualities as a friendly and sometimes passive Canadian
may not be seen as having strong leadership qualities in a place like
Italy where the culture relies on leaders to be more upfront and
demanding. However, I may feel more comfortable in a setting like the
Netherlands due to their more easy-going way of doing business.
People are generally drawn to theories that are most like
themselves. This is no different for leadership theories. I was very
drawn to the leadership models in places like Germany and the
Netherlands because I agree with the way in which they work. I
however felt that the way that they lead in Japan was a little too
abrasive. Nonetheless, all of the leadership models have their
importance and their place in a cultural context. Some countries work
best under a hierarchical model, where others that focus on talent

versus status may work well in other conditions. I have also learnt that
often times leadership theories and ways of leading are situational.
I do believe that limitations in my life experiences and particular
prejudices hinder my ability to understand or work in certain cultural
settings. Through studying cross cultural leadership I have been able to
broaden my views on many cultures and understand the way in which
and why certain people work in certain ways. Nonetheless I think it is
different studying something as opposed to living it. I believe that if I
was thrown into a totally different cultural situation where I was
presented as a leader, I would feel uncomfortable at first and need to
learn the ropes. My background will inherently influence my leadership
skills and abilities however having the knowledge and insight in to
other cultures can help me adapt and/or be aware of these influences.
This ties in to the knowing oneself and other outcome of the course
because it is essential to know ones own biases and ideas as well as be
aware of others. If everyone has knowledge of other perspectives,
people can more easily talk things out and be more successful global
leaders. By having this knowledge of yourself and others, problems can
be more easily solved. The problem-solving component of the learning
outcomes is also an outcome of being an effective cross-cultural
leader. Problems can be more easily solved as people can work
together and realize other solutions and opportunities.

Cultural values and personal values, although very important

can hinder ones ability to think critically in another setting.
Somethings that we may find extremely important in Canada may not
be as important in somewhere like Africa. Certain types of etiquette for
example may be different. All in all it is important to educate oneself
on other places and cultures in order to be respectful and successful.
Certain things may be offensive in Canada (like burping), but may be
polite in other settings. Personally I would feel most comfortable
educating myself before visiting or doing business in another area.
When faced with issues that I am uncertain of, I have learnt that it is
always best to ask or to wait for a local to take the lead. There is no
point thinking you know everything in another place.
Throughout the articles and the presentations I experienced
throughout the term, I feel as though my abilities and insights as a
cross-cultural leader have been widely influenced and enhanced. The
most important thing I learnt is that it is impossible to know everything
about another culture upon first glance, and that is it best not to make
assumptions. Knowing oneself and others as well as participating in
effective citizenship is key to becoming a more enlightened cultural
leader.