Applicability of Cross Cultural Leadership

APPLICABILITY OF CROSS CULTURAL LEADERSHIP 21







Applicability of Cross Cultural Leadership
Carla L. Jackson
Regent University 


Abstract
Servant, Transformational, and Autocratic Leadership are the theories explored in this work. Each of these theories will be compared and contrasted to cultures that are Democratic, Socialist and Clan/Tribal. The goal of this project is to analyze the above leadership theories, and identify which theories would be most effective when applied to the three for mentioned cultures. As a result of established cultural norms, certain leadership styles would not obtain desired results, nor receive a rating of approval within these cultures, this study seeks to identify the factors that make this statement true. "The attributes and entities that distinguish a given culture from other cultures are predictive of the practices of organizations and leader attributes and behaviors that are most frequently enacted, acceptable, and effective in that culture" (House, Javidan, Hanges, & Dorfman, 2002). Cultural norms greatly influence leadership. "Societal cultural values and practices affect what leaders do" (House et al., 2002). Differing cultures have differing worldviews that influence how they lead and respond to leadership behaviors (Moodian, 2009, p. 9). Leaders employ leadership practices that align with their cultures. Understanding this will explain why a specific type of leadership will work in certain cultures and not in others. 
Keywords: Servant, Transformational, and Autocratic Leadership 


Applicability of Cross Cultural Leadership 
Autocratic Leadership Theory 
Country: Cuba, Culture- Socialist 
The word autocratic originates from two Greek words "auto" meaning self and "cratic" which just as in "democratic" indicates to rule (Gill, 2014). This leadership style is autonomous. Autocratic leaders make decisions with little to no input from others. Leaders in autocratic societies are authoritarian and have been often identified as tyrants and dictators (Cremer, 2007; Yukl, 2013). This form of leadership is not readily embraced in democratic nations such as America.
However, it has been the golden rule for leadership in countries such as North Korea, China, and Cuba. Each of these countries are patriarchal, having high power distance, which according to research makes them inclined to follow this form of leadership (Dorfman, Javidan, Hanges, Dastmalchian, & House, 2012). Although McIntosh (2007) warned against generalizing the leadership style and practices of Latin American countries, the fact that these countries often share the same and similar cultures influences the decision making and behaviors of their leaders. Resulting in leaders employing the same style of leadership, which has traditionally been autocratic (Romero, 2004). This is where we see the significant impact of culture in regards to leadership. When dealing with cultures that practice autocratic methods of leadership, one must access more than business practices. The overall mindset of these cultures play a significant role and need examining.
 
Upon observing these societies one may infer that they exist as a direct result of an authoritarian, and patriarchal societal mindset that has been embraced. Countries such as Cuba with high power distance, usually learn that the father is the ultimate authority and must receive the highest level of deference and respect (Dorfman et al., 2012). Members of these cultures are instructed from their youth that they must obey the father, never questioning his authority, believing that he will make the best decisions for the family. Autonomous leadership in such cultures would not be viewed as alarming, because the people are groomed to believe that the person said to be in control will know and do what is best.
As a result of such cultural norms, many Latin American countries have significant histories of autocratic leadership (Calvert, 2004), which in countries such as Cuba have transformed into a complete dictatorship (Irvin, 2007). McIntosh and Irving (2010) have asserted that this form of leadership is accepted best in these countries as a patron leadership style which involves limited delegation of responsibilities, direct assertive direction and top-down decision making. Fidel Castro the current dictator of Cuba was instrumental in the establishment of the socialist culture we observe in the country today. It has been argued that as a result of the Marxist-Leninist government he has implemented the philosophy of autocratic leadership has dominated the region and various Latin American countries (Sampaio, 1965). 
Country: United States, Culture- Democratic/Egalitarian 
The structural government of the United States of America is that of a democracy. It is a participative structure, and citizens have the right to elect the leaders of their country. Citizens of the United States of America are encouraged to become involved and engaged in political reform and policy. The country was founded on the premise of equality, which is why it is considered egalitarian as well as democratic.
In the forging document that establishes the rights of all American citizens, The Constitution of the United States, it reads: "We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness" (U.S. Declarations of Independence, 1776). Egalitarianism is the belief in human equality, (Egalitarianism, n.d.) and is an ideology that is readily embraced in a democratic society. When observing democratic societies such as America we see leadership styles in government and business that serve in many instances as a conglomerate of servant, transformational and in some cases autocratic. The current Commander and Chief of the United States of America, when running for office token the phrase "yes we can" giving birth to the idea that yes we can make a difference, yes we can make things better, and yes we can win with all odds against us. This makes for a perfect marriage between a populace with the egalitarian mindset and a democratic government (Jackson & Regent, 2016).
Nonetheless, this poses to be problematic when considering the idea of Autocratic leadership in a culture that is forged of a government selected by the people for the people. The democratic government and egalitarian culture of the United States directly conflicts with the ideology of the socialist culture and autocratic leadership in countries such as Cuba. This form of leadership is acceptable in places like Cuba because it is interconnected with the social norms of the country. Autonomy is accepted and embraced. As a country of high power distance, Cuba and other countries that employ this form of leadership would not view one person making all the choices an having the final say as anything abnormal (Dorfman et al., 2012).
A democracy such as America takes pride in the freedoms given to them as individuals. As a country with very low power distance, the practice of autocratic leadership on the government or societal level would be viewed as problematic. A direct infringement on the rights of American citizens. The role of culture to influence the behaviors of the people and leadership has the greatest impact on the leadership style employed and the people's willingness to follow.
One could infer that autocratic leadership is the direct nemesis to democracy. America functions and operates under three branches of government. The legislative, judicial and executive branches serves as a constant checks and balances to the democratic system, ensuring that no one person can yield total power. This idea of no one person yielding power is entwined into the fabric of the start of this nation.
America's independence from Britain, was a plea of freedom from tyranny and oppression at the hand of one ruler—the king. It is because of such cultural underpinnings that autocratic leadership would not serve effectively in this culture. When Americans are not pleased with government and or policies, they use their rights as members of a democracy to speak out against the current situation. Unlike countries ruled by autocratic leaders, Americans are not afraid to speak out, as it is a right also given to them in the Constitution. Not only will they speak out, they also will vote to replace those who are in power. Historically those who speak out against autocratic rulers, do not live to do so again.
Country: Africa, Culture- Clan/Tribal 
Africa has hundreds of ethnic groups. These groups belong to clans/tribes. More specifically, clan/tribes allow the members of this country with such large groups of people to maintain a sense of ancestry and identity. For instance, Kenya has over 70 distinct ethnic groups, while Nigeria has over 250. Many of these groups have their own distinct dialect as well (East Africa Living Encyclopedia, n.d.). Three well known clans of Kenya are the Cushite, Bantu, and Nilotic and in Nigeria they are the Yoruba, Ibo, and Hausa. Both Nigeria and Kenya are democratically ruled nationally; however, they still both have active monarchial systems (Yoruba and Other Major Nigerian Ethnic Groups, n.d.). Although currently democratic national, both of these nations have operated as Monarchies for centuries. So the autocratic leadership model is in many ways ingrained within their culture, even with the paradigm shift of democracy. 
 Much of the country operates from values established in their clans/tribes. In spite of adhering to the national rules and regulations, many of the people give their loyalty first to their king and their clan. A clan is a kinship group, an organizational device in many traditional societies, defined by descent; a tribe is a human social organization of smaller groups called bands, having political integration, defined by traditions, culture and ideology (Clan, 2016). Clans serve as unifying agents. Dyadic relationships are formed within clan/tribal relationships in the form of support and defense (Clan, 2016). Like most countries, clans also unify by wearing specific regalia that identifies them as part of a specific clan/tribe. This regalia may be in the form of an emblem that represents their ancestry or common origin. Examples of this can be found with the Ashanti tribe and the Kente clothe they are known for wearing (Clan, 2016). 
The leadership displayed in clan/tribal cultures is autocratic. Commonly employed in these types of cultures is leadership based on followership. Within clans/tribes are high levels of power distance and behaviors of the followers that mimic that of members in dictatorships. The culture within many clans of Africa are patriarchal. The Clan leaders like autocratic leaders have the final say and does not need to seek the approval of others. Often the decision of the Clan/Tribal leaders is seen as the best for the community, just as in other patriarchal societies (Dinh, et al., 2014). 
The culture of clans/tribes is focused on their communities. In addition, clans display collectivist societal traits as well. These cultures are often found in areas such as Africa, Asia, and Middle Eastern Countries (Aycan et al., 2013). The clan culture is one in which often those who obtain any communal influence do so by proving themselves within the clan and gaining the approval of the leader. Northouse (1997) described this as a beneficial dictatorship (p. 37).
While autocratic in function, which in theory does not afford a participant of such a culture individuality nor equality, Aycan et al., (2013) has noted that although the concept of an autocratic leader seeks to undermine the very premise of western ideology and concepts of democracy, there are consensual leadership elements that are accepted from various different leadership styles. Calvert (2004) posited that a detailed study of leadership in Latin America and the United States would render results that reveal leadership behaviors such as transformational, servant, and autocratic have existed at some point in time and to some degree in both cultures. This statement could also be supported if we review the history of America during the industrial revolution, both civil rights movements and the Nixon administration to name a few, would also give credence to Calvert's claim. 
On another note, Etzioni (2010) stated that groups of individuals that come together as a result of culture, mutual beliefs and values, are according to social categorization theory communities. Although clans and tribes of Africa operate as autocratic assemblies, the complexity of leadership causes at some point for lines to become crossed, a leader may listen to what those in his clan are saying in order to make the best decision concerning them all, or may even seek the council of another. Cultures that are tribal or collectivist prefer, according to research, to have some measure of democratic input on decision making (Bhatti et al., 2012). Leadership is not an isolated event that takes place once (Bhatti et al., 2012), it is however, an ongoing implementation and practice of ideologies, values, and relationships at work, and is constantly changing or affecting change whether for the good or bad. In regards to clan/tribal leadership one could posit that as a result of the infusing of democracy on the national level in conjunction with the countries culture of autocratic leadership, that both styles could prove effective in these cultures.
Servant Leadership
According to Greenleaf (1977), the servant leaders are driven by his passion to serve others. In serving others, Greenleaf reported it is the desire of the leader that he will inspire them to do the same. The premise of servant leadership is that an individual serving another, will in fact result in them doing what the servant leader initially desired. Servant leaders are effective in making those they serve feel as though they are doing what they desired.
More importantly, servant leaders empower their followers through service. This leadership is seen in individuals who display selflessness in the act of service towards their subordinates. A leader who is willing to give up their own well-being for those they have been called to serve (Rinehart, 1998). Servant leadership is about attending to the needs of followers in order to ensure they become "healthier, wiser, and more willing to accept their responsibilities" (Yukl, 2013, p. 420). 
Country: Cuba, Culture- Socialist 
In order for a servant leader to lead effectively in this style, he or she must listen to their followers, gain an understanding of their needs and aspirations, and be willing to share in their pain and frustrations (Yukl, 2013, p. 349). As a country that has embraced autocratic leadership, it does not seem as if leadership in Cuba would be willing to embrace the concept of servant leadership. Dictatorship often reign as long as they do, as a result of the fear that has been instilled in those who have witnessed the loss of life, when you try to come against the regime. Autocratic rulers, such as the Castro brothers may deem this leadership style as weak, never entertaining the possibilities of it. 
 As a result of the patriarchal culture of Cuba, the man representing strength and leaders being viewed as strong. It is not likely that servant leadership would be received openly. Irving and McIntosh (2010) identified that although there are individuals living within Latin American countries such as Cuba, that are inclined to be led by servant leaders, and believe that it would be most beneficial for the culture, still themselves view serving other as a weakness. This is yet another example of the significant impact of culture on an individual's mindset.
Furthermore, Guerra and Valverde (2008) suggested that the younger generations within Latin American countries also believe that servant leadership would benefit the culture. This demographic believes that this style should be implemented at the school level, believing that schools are to serve learners and their communities (McIntosh, 2007; Irving, 2007) both posit that the shift to servant leadership in these regions would increase the effectiveness of leadership. 
Even if it stands to reason, by their own account the servant leadership would benefit not only them but their overall culture. This leadership style it is still viewed weak, and so making buy-in for this leadership style an even larger challenge. Culture is critical when examining human behavior. "Culture shapes behavior," and is the result of a fusion of ecology and history (Moodian, 2009). Understanding this may help explain the study documented by McIntosh and Irving (2010) of 23 leaders, across Latin America, who when interviewed many believed servant leadership to be an effective leadership module, however few believed that they have ever seen it in practice in the region. 
Cultures with high power distance such as Cuba and many other Latin American countries, believe that those who are leaders should have greater authority and power (Yukl, 2013). As a result of being a culture that has been under autocratic rule and dictators for years, embracing the ideology of servitude as leadership would be a bit perplexing (Calvert, 2004). Admitting this leadership module could prove beneficial to this culture as a result of implicit leadership theories, those in the culture possess in regards to what leadership should look like, makes servant leadership overall an ineffective model for this region. Despite the fact, Calvert (2004) stated that strides have been taken to elect servant leaders in some Latin American countries, the culture most be open and begin operating from lower power distance in order to properly implement and receive this form of leadership. 
Country: America, Culture- Democratic Egalitarian 
It has often been said in the United States that congress runs the country. Understanding the structure of the American democratic system, one may unequivocally agree. America is a country that often exerts a mentality of power and strength, and individualistic nature. A nature seen as part of being an American.
In America, citizens are a representative democracy. We select and vote for individuals who we believe will serve our best interest. We elect congressman to lobby and ensure that our needs are met on a national level. We elect judges and councilman at the local level to do the same. 
This being said, a leadership theory that is aimed at service, would appear to be one greatly embraced and welcomed by a democratic society of an individualist and egalitarian nature. America is a country of low power distance. Quist (2008) concluded that as such servant leadership work well, stating that lower power distance and our lower need of relational bonds in comparison to collectivist cultures. The fact that servant leadership has been embraced in America and is a preferred style of leadership in comparison to that of many Latin America countries, is as a direct result of the differing cultures.
In Latin cultures a leader is supposed to be in control. Servants follow the leader. Leaders are not to follow the servant. Although the theories and models regarding servant leadership are becoming more popular, the lack of empirical research concerning the theory makes it easy to draw generalizations and conclusion concerning the theories effectiveness (Parris & Peachey, 2013). In America, however, we adhere to the idea of pulling yourself up by your boot straps. This mindset allows us to understand that although you follow today it is a possibility that one day you may lead.
Already discussed has been the importance of a servant leader to listen to their followers, Duggan (n.d) stated that American leadership invites and welcomes the hearing of follower's opinions and concerns, so as to better serve them. This according to Duggan is a great quality of American leadership which they appear to employ more than other global leaders. With this said, servant leadership will not work in all cultures and may not always work in American culture. Finley (2012) reported it is, after all, a theory that can be successfully applied in this culture based on the constructs of individualism, democracy and egalitarianism in comparison with the constructs of servant leadership.
Country: Africa, Culture-Clan/Tribal 
On the other hand, clan/tribal cultures are collectivist. Many collectivist cultures are governed by autocratic leaders. This is true in regards to clan/tribal cultures as well. This culture is autocratic in function, only one person has complete power, and is able to make decision without the input of others. This is the typical leadership practice clan/tribal cultures. However being that leadership is dynamic, and not static, a good leader may at times find themselves implementing various styles of leadership (Calvert, 2004). Albeit, the clan/tribal communities in Africa are nationally governed by democracy, the country has a rich culture of autocratic leadership, just as in Latin America, that has been predominantly autocratic (McIntosh, 2007). 
 When evaluating whether or not servant leadership would be applicable in tribal/clan cultures or any of the before mentioned cultures that are Non-American is becoming more and more challenging. It is very imperialistic for one to assume and try to rationalize the execution of Western leadership theories upon or into cultures that have existed and led hundreds and even thousands of years before America's existence. As a result of varying ecologies and histories, one might assume leadership styles will clash and in some cases serve as moot.
To analyze the effectiveness of servant leadership in an autocratic culture such as tribal and clan would take more than reviewing literature on theories, and how they ideally are to play out. As explained earlier, leadership is dynamic, always developing and changing, in any given circumstance at any given time. Servant leadership has not been readily embraced according to the research in non-western societies (Finley, 2012). Clan/tribal cultures display high power distance as do most autocratic ruled cultures, this being said, servant leadership does not appear to be the most effective style when looking to lead in such cultures. The ideology of servant leadership imposes a Western view that makes inference of "individualistic rather than collectivist, stressing follower responsibilities rather than rights, assuming hedonism rather than commitment to duty or altruistic motivation, assuming centrality of work and democratic value orientation and emphasizing assumptions of rationality rather than asceticism, religion or superstition" (House & Aditya, 1997, p.410). In order to assert whether or not servant leadership would even present as an option in this culture takes more than just an academic analysis of the leadership theories currently employed and how they connect or do not connect with the theory being examined. 
Motives of leaders must also factor in when analyzing leadership styles and approaches. In tribal/clan cultures, the clan is your community, and within this community you are offered safety and resources. Often members of clan/tribal cultures are connected by ancestry and or culture. If the ruler is not motivated by the well-being of other clan/tribal members and is only about self, then we have a tyrannical leader that as history has shown in this form of governments and with these type of leaders are beyond reasoning. If however the leader truly embodies collectivism as part of the culture then employing various leadership styles that gain desirable outcomes is not beyond reason: 
Hofstede (1980) and Triandis (1995) assert that the values and beliefs held by members of cultures influence the degree to which the behaviors of individuals, groups, and institutions within cultures are enacted, and the degree to which they are viewed as legitimate, acceptable, and effective (House, Hanges, Ruiz-Quintanilla, Dorfman, Javidan, & Dickson, n.d). 
Transformational Leadership 
Transformational leadership analyzed leader behaviors, identifying how these behaviors impact and affect his or her subordinates. These behaviors according to Yukl (2013) can be used to influence the behavior of others. Transformational leaders identify key qualities and characteristics within their subordinates, appealing to the individuals' values and morals, and developing within them a sense of ability to do more and be more. As reported by Yukl (2013), this leadership style has been able to work in any situation concerning leadership. 
The implementation of transformational leadership practices, has been linked to subordinate and company effectiveness (Yukl, 2013). Granting this link has been made between a follower's performance effectiveness and transformational leadership "there is no conceptual framework or research that examines the impact of transformational leadership on a follower's development" (Dvir, Eden, Avolio, & Shamir, 2002, p.765). Transformational leaders influence the perception that subordinates have of themselves, creating in their minds a greater level of morality and calling to accomplish goals set forth for the greater good (Lord & Brown, 2004). This leadership styles requires constant communication between leaders and subordinates in order to receive desirable outcomes. 
It is through effective and regular communication with followers that transformational leaders are able to glean insight to the character and attributes of followers, and begin motivating them to reach their highest potential. Transformational leaders motivate and inspire, casting a vision through communication of the importance of the task before them, and of the importance each person to ensuring the task is effectively done (Yukl, 2013). These leaders facilitate change, execute organizational vision and assist others within the organization to change one order to align with the mission of the vision and its completion (Yukl, 2013). Ultimately transformational leaders must effectively appeal to follower's emotions and ideals, as well as to the sense of morality, as means of raising their level of ethical decision making and to assist in transforming the organization (Yukl, 2013). 
Country: Cuba, Culture-Socialist 
Research has found that transformational leadership can be used and effective in any situation (Yukl, 2013). Transformational leaders are charismatic and motivational. Often leaders that come to power in autocratic societies, use charisma and motivation to inspire followership. For instance, Munley (2011) explained that as a result of members in societies that employ autocratic leadership displaying high levels of power distance, the less powerful members expect to receive instruction and leadership from the more powerful. As a result of Cuba embodying this culture, it is then very likely that transformational leadership would be readily embraced, meshing well with the current values within this culture.
Having an expectancy of leadership to have increased authority and power, makes it easy for this culture to be inspired by the visions cast by their transformational leaders as well as more willing to comply. In culture, such as these transformational leadership would more likely than not be executed as a combination of directive, autocratic decision making (Yukl, 2013). As a collectivist country, research shows that this form of leadership would not only be effective, but welcomed (Jogulu, 2010). The emphasis of transformational leadership on "collective organizational goals" and "workplace mission" (Jogulu, 2010, p. 708). This directly connects with the mindset of collectivism, making the concepts of transformational leadership culturally familiar and acceptable in Cuba, and countries that have a similar culture and government. 
Country: America, Culture-Democratic 
Studies have found Americans to display high levels of confidence, in multiple areas, finances, business and education (Mannes, 2013). The culture in America speaks to individualism and hard work. One could infer that the very foundation of the country was created as a result of transformational leaders, who inspired a shared vision of independence and freedom. This being the case, makes for the acceptance and execution of transformational leadership within this culture probable and acceptable. 
As a country with a culture that promotes individualism, it is understood that you must be self-determined. Bass (1985) described transformational leaders as self-determined and confident, all of which are traits that are respected within American culture. These traits build confidence in followers, ultimately aiding in the transformational leaders sphere of influence within organizations. Morality and character are traits that are valued in American culture. The level of importance morality and character plays within this culture can currently be seen during election time. Candidates spend large amounts of time, money and energy conveying to voters that their level of integrity and morality.
These transformational traits are admired by followers, and ultimately is what garners individual candidates the vote. This in essence is transformational leadership at work, "followers trust and admirer the qualities and good moral character that a transformational leader displays garnering the leader loyalty and respect of the followers…….." (Geib & Swenson, 2013; Grant, 2012). America being a low power distance culture, renders the execution of transformational leadership as a "combined participative style of decision-making" (Yukl, 2013, p.365). American government at the core is transformational, an examination of political parties would further confirm this, as they inspire hope to their perspective parties. Calvert (2004) anchored that hope in their followers' abilities to institute change by becoming active, informed, and using the power of their vote.
American political parties set clear goals. Those that do not adhere to clarity of desired goals and outcomes as part of their party platform, run the risk of extreme scrutiny, and losing followers. American politics has a culture of its own. Within the culture party leaders "articulate an appealing vision" (Yukl, 2013, p.53). This is a vision that is articulated verbally with catchy slogans and visually with televised debates, commercials and political signs. All these methods are used by candidates to inspire and strengthen a shared vision between them and their constituents. Transformational leadership is a healthy mixture of "relational and change oriented behaviors" (Yukl, 2013, p.53).
Many democratic countries in North America have embraced the attitude and implementation of this leadership style (Journal of Educational Leadership, 2014). Electoral candidates, and elected officials in the United States are excellent examples of transformational leadership. They use their idealized influence to fulfill set objectives of their political parties, inspiring groups of their like-minded constituency to do the same. This leadership theory works well within the culture of the United States.
Country: Africa, Culture-Clan/Tribal 
Africa like Cuba is a country that has been dominated by an autocratic culture for years. Although on the national level the government structures differ with Cuba being a socialist/dictatorship and Africa a national democracy. Africa is still greatly impacted and influenced by autocratic tribal and clan mindsets and ideologies, the collectivist mindset is still one of dominance, being that followership, has been such a major influencing factor, with the two cultures. Jung and Aviolo (1999) discussed the skepticism associated with research methods concerning how transformational leadership would be applicable in collectivist cultures. Yet, it is also noted that additional research has gleaned insight to the probability of transformational leadership having positive effects in the cultures. The research accounts high-power distance and the nature of collectivist cultures to accept and adhere to authority. 
The fact that culture is not a tangible entity that one can hold and examine, makes it challenging to glean full insight into various cultures, especially ones of which you do not belong. Although geographical location plays a significant part in cultural practices and acceptable forms of leadership (based on prior or current forms executed in the region), when analyzing what may or may not work in a given culture, requires the understanding that culture transcends pre-defined boundaries (Moodian, 2009). When seeking to determine what will work in cultures, that are historical and traditional the opposite in many areas of the culture in which you belong, affords a researcher and student like myself opportunities to make inferences and judgement based of implicit biases. Biases that come from the context of being a Westerner, embodying Western ideologies.
To understand the context in which leadership is rendered in clan/tribal cultures, takes time and a deeper level of understanding of the culture, from members of it and observations while engulfed in it. Throughout this paper Moodian (2009) has been cited regarding the impact of culture concerning behavior and that behavior influencing leadership styles and practices. Also cited has been the impact of history and ecology in the shaping of various cultures and ideologies. Variances in cultures will influence how receptive one culture or another is to a specific leadership style, determining how successful the implementation of the leadership theory will be or not (Duggan, 2015). 
According to Dorfman et al., (2012), the solution and the problem facing the success of executive leadership globally, is that executives employ to lead in a manner that they are accustomed to, that mirrors effective leadership within their cultures. Although Bass (1985) gathered that transformational leadership is a style that can garner successful result wherever implemented, we must always consider the influencing culture of the region in which the style is being implemented. Transformational leadership requires followership that is willing to set aside their personal goals and aspirations for the collective good. "Tribal leaders focus on building the tribe— or upgrading tribal culture. If they succeed, the tribe recognizes them as the leader, giving them discretionary effort, cult like loyalty, and a track record of success" (Logan, 2004, p.1).
One of the main constructs of transformational leadership is the transforming of organizations, and building up followers as to empower them to aid in this transformation is what transformational leadership aims to do. This premise matches that of clan/tribal leadership, making this a viable leadership style for this culture. Within autocratic system of leadership followers await the instruction of leadership, making the implementation of transformational leadership one that would be easily accepted and received.


 
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Running head: APPLICABILITY OF CROSS CULTURAL LEADERSHIP 1