The cultural or the moral principle of leadership is very important in affirming the ethical practices and behavior which prevails within the organization's culture. Further, the kind of leadership model which a leader chooses to uses can be a very constructive tool in reshaping the strategies which are used by an organization to addresses morality issue within the organization in a way which enhances diversity and social culture of those employees within the organizations. As asserted by Mintz (2012), diversity alongside ethical decision has become very paramount for the managers. Like many countries, U.S included become very diverse, and most of the organization are preferring to expand their operations abroad, it is time for the management to very skilled and ethical oriented to address moral issues from a different perception. In this article, the scholar's primary interest is to analyze ways through which an ethical leader's power, authority, and influence are dictated by the cultural style ( Harvey, 2012). Further, the scholar aims at providing an overview of the most common model, traits, and style which is has a cross-cultural appeal and lastly, the researcher will present the servant leadership and argue that is the best tool for organization culture re-shaping.
Culture style perception
When addressing or majoring on ways through which culture style dictates an ethical leader's power, traits, and influence, the most important question one ought to ask is when and how a leaders' culture makes the difference within the organization. According to Bolman and Deal (2017), culture brings about confusion with regards to its definition because it has varieties of levels. For instance, culture has many unobservable and observable behaviors as well as many assumptions in the context of the human expression. For this article, culture is defined as the patterns of the shared values, beliefs and attitude within organizations.
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An effective leader must assess the effect of the leaders' value, attitude and belies of the leaders on the subordinates. According to Peterson and Deal (2011), Hofstede's cultural assessment model is the broadly used values-based assessment approach which gives the leaders chance to measure the leadership use of power, their authorities and influence. This model assesses power based on five dimensions; uncertainty avoidance, power distance, collectivism and individualism and lastly, masculinity. It is worthy to note that power distance is the social power. The minorities accord many people in the community greater power. On the other hand, uncertainty avoidance is the fear of unclear situations. Masculinity is the perception of the community on the gender values. According to Gaines (2012), it is the obligation of the managers not only to be able to assess needs, but also know when, and how to have the appropriate leadership strategies is applied to meet cultural needs of the employees. A good example is that the managers must know how to use assertive or the controlling management skills to deal with the employees who value high power distance and uncertainty avoidance as asserted by Schein (2010). On the other hand, such managers would go for the interactive management skills in case of the employer under question exhibit lower power distance and uncertainty avoidance. The scholar, in this case, is confident to assert that time application of appropriate strategy is a very important tool in influencing the motivation, empowerment, and self-concept and job satisfaction among the employees.
Leadership model
Choosing a leadership model which cut across multicultural is important as far as cultural diversity is concerned ( Tsai, 2011). The models of leadership which normally appeal to many organizations have arrays of the certain traits and styles. Leadership model depends on different scenarios, and there are those who can succeed in one country but fails ion others. It is worthy to note that it has not been confirmed of one leadership model is which is ideal for all societies. According to Gaines (2012) the five Hofstede qualities or elements can be further expounded to nine, they are power and distance, human orientation, uncertainty avoidance, institutional and group in collectivism, gender egalitarianism, assertiveness, future orientation, and the last one is the performance orientation. These leadership traits were confirmed to have positive impacts on the employees' job satisfaction, and outcomes in the research which was performed using 62 different countries as asserted by Schein (2010).
Transformation leadership as confirmed by the research done by GLOBE is demonstrated to be the kind of leadership which has all the ingredient or traits mentioned above, and it is one of the model styles which is best across the multicultural. However, it worth noting that it was stated previously that no single leadership model or style is ideal for many cultures due to the fact the dimension of culture, as well as its definition, is very complicated.
Servant leadership
Servant leadership is the best and has the entire cultural dimension which can be said to be the best for the cross-cultural management. Though it is similar to the transformation leadership, servant leadership has the emotional intelligence and other differences which make it preferable in this case ( Drago-Severson, 2012) the emotional intelligence which is the primary trait in the servant leadership is nearly twice different dimensions skills as asserted by Gaines (2012). Since with it, leads can work with others efficiently and lead the change in all echelon of an organization. Servant leaders give the workers the much-needed power and will to continue working; they are given sufficient resources and training to help them achieve the goals needed. It is also important to note that the servant leaders are always interested in seeing their employees develop their professions and this is very paramount for the employees within the organization ( Alvesson, 2011).
In conclusion, the leadership model which the managers chose is fundamental in shaping how the organization supports its employees. Cognitive, technical, and other skills and traits are paramount for the leadership to enhance culture in the organization. The commonly accepted model has nine traits which have traits and style which are effective in managing a multicultural corporate.
References
Alvesson, M. (2011). Leadership and organizational culture. The SAGE handbook of leadership , 151-164.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.
Drago-Severson, E. (2012). New Opportunities for Principal Leadership: Shaping School Climates for Enhanced Teacher Development. Teachers college record , 114 (3), n3.
Gaines, K. K. (2012). Uplifting the race: Black leadership, politics, and culture in the twentieth century . UNC Press Books.
Gaines, K. K. (2012). Uplifting the race: Black leadership, politics, and culture in the twentieth century . UNC Press Books.
Harvey, P. (2012). Freedom's coming: Religious culture and the shaping of the South from the Civil War through the civil rights era . UNC Press Books.
Mintz, A. (2012). Popular culture and the shaping of Holocaust memory in America . University of Washington Press.
Peterson, K. D., & Deal, T. E. (2011). The shaping school culture field book . John Wiley & Sons.
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
Tsai, Y. (2011). The relationship between organizational culture, leadership behavior, and job satisfaction. BMC health services research , 11 (1), 98.
