Leadership and Management United States
Transcultural Leadership and Management in the USA.
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While a mindset of positivity is mostly a virtue, it can create issues - especially when Americans are dealing with cultures that are much more driven by avoidance of failure. Other cultures can also experience American positivity as inauthentic, which can hinder the ability to make a genuine connection with others (Bains, 2015).
Cultural background of leadership and management USA.
In relation to the United States, one can speak even less of a single and uniform culture than in the case of France. America's culture is made up of many others. We're talking about 322 million citizens, all of whom have emigrated from all over the world. Nowhere is a national culture so diverse. The number of ethnic, religious and linguistic groups that have landed here from all corners of the world is impressive. In his work "Understanding Cultural Differences" Hall T.Hall compares the USA, Germany and France. Hall is a contemporary American psychologist who has written extensively about cultures. However, he notes that the image of the typical American corresponds primarily to that of the descendants of northern European settlers:
"We have concentrated on the culture of the majority of American business executives, which can best be described as that of Americans whose forebears came from northern Europe. In a recent Gallup survey made for the Wall Street Journal, 65% of Fortune 500 executives as well as 68% of small-business executives were in this category” (Hall, 1990, p. 139).
Values and behavior patterns.
Since Peter Fleming, like Peter Drucker, is considered a management guru, it is appropriate to open a bracket here to present one aspect of his view of leadership that is relevant to this study:
Deming was revered by the Japanese even before he gained prominence in the United States for his models and their significant influence on Japan's economic boom in the 1960s. “His teaching paved the way for Japan to become an economic superpower. But it was also the reason why America – with a great delay – was able to resist the invasion of Japanese products” (NZZ, December 11-12, 1999, No. 289, p. 2).
The same issue of the NZZ quotes and comments on No. 12b of its management recommendations as follows: “Forgo the annual employee appraisal. For Deming it is an ineffective, even destructive, means of leadership. It always leaves people bitter, disappointed, depressed, down.
