Some cultures have a gender-biased outlook of leadership that affects the way the individuals belonging to those cultures perceive and practice leadership. In addition, some cultures hold that leadership comes with status; that any person with a senior position anywhere is automatically a leader (Wagoner, Oldmeadow, and Jensen, 2012). However wrong this may be, it affects leadership. Individuals often practice what they believe in, and it is generally defined by the beliefs and values instilled in them by their communities. Away from cultural backgrounds, values acquired through personal experiences have a significant impact on leadership (Jansson, 2013).
Managers, who have worked in many culturally diverse organizations, have a more holistic approach to leadership than those with a “ local” mindset. It is important to note that values are what makeup culture. A collection of values instilled in or acquired through experience is practiced and transferred to other people, creating a culture. This is how organizational culture comes about. In any organization, there are specific ways in which things are done, and deviating from these ways is often seen as a of the ethos of an organization (Schein, 2010).
Organizations have “ DNAs” that include leadership. For instance, some organizations prefer horizontal communication while others prefer vertical or top-down communication. These preferences are part of an organisational culture, and they are often set by individuals who favor a certain leadership style. Some managers like to communicate to their juniors and let messages spread from the highest ranked to the junior most employees in the organization (Nesterkin, 2013). On the other hand, others prefer communication to be uniform and level so that employees are on the same communication wavelength. It is not often surprising to find the founders of organizations setting personal precedents based on their cultures that evolve to become the identity of companies.
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