Culture and Leadership

Speculations of Culture several meanings of the word society are found in the current writing. Typically, culture is acknowledged by a few analysts as "human progress" or

"refinement of the brain" and, specifically, the aftereffects of such refinement, including instruction, workmanship, and writing. This is society in the tight sense (Hofstede, 2005, 3). On the other hand, we utilize another definition characterized by Hofstede (2005), which alludes to "the aggregate programming of the brain which recognizes the individuals from one gathering or class [nation] from another."

According to Hofstede (2005), Culture comprises of different levels, subsequent to just about everybody fits in with various diverse gatherings and classifications in the meantime, and each gathering or classification of individuals conveys an arrangement of basic mental projects that constitutes its way of life. Diverse layers of society exist at the accompanying levels:

• The national society: It is connected with the country in general.

• The authoritative society: it is connected with the specific society of an association.

In addition, it is pertinent to the individuals who are utilized.

• The provincial society: It is connected with ethnic, etymological, or religious contrasts that exist inside of a country.

• The sexual orientation society: It is connected with sex contrasts (female versus male)

• The era society: It is connected with the contrasts in the middle of grandparents and folks, folks and kids.

• The social class society: It is connected with instructive open doors and with a personas occupation or calling. Concerning different layers of society said above, we decide to just concentrate on national society, which characterized by Jan Pieter van Oudenhoven (2001) as: "significant convictions and values, and practices that are shared by most by far of individuals having a place with a sure country."

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Table 1: Age

Frequency Percent Valid

Percent Cumulative Percent Valid

20-30 20 40.0 40.0 40.0

31-40 27 54.0 54.0 94.0

41-50 3 6.0 6.0 100.0

Total 50 100.0 100.0

Supporting the hypothesis which focused more on managers and leaders most of the employees interviewed were between the age of 31-40 covering 54% of the total interviews, on the other hand most of the remaining were between the ages of 20-30 covering 40% which in this case these employees were interviewed to actually see if the way they think of their leader and the way their leaders think of them is the same, indicating that age is a great factor and plays a strong role in order for someone to become a leader/manager regardless of their education qualification.

Table 2: Education level

Frequenc

y Percent Valid

Percent Cumulative Percent Valid

Degree 27 54.0 54.0 54.0

Post graduate 22 44.0 44.0 98.0

Doctorate 1 2.0 2.0 100.0

Total 50 100.0 100.0

As we can see there is a high percent of post graduate holders which is 44% of the total participants, rather expected considering the fact that in relation to the age groups and the positions they had, they would need a higher education in order to get in these positions which also helped in proving how reliable the results of the questionnaire were, however, having only a degree still is the dominate percent with 54%, even though it doesn’t mean that some of the degree holders were actually in manager/leader position considering their work experience.

Table 3: Working experience Frequenc

y Percent Valid

Percent Cumulative Percent

Valid

1-5 Years 18 36.0 36.0 36.0

6-10 Years 19 38.0 38.0 74.0

11-15

Years 11 22.0 22.0 96.0

16 &

Above 2 4.0 4.0 100.0

Total 50 100.0 100.0

It is observed that there are a lot of experienced participants considering they have leader/manger positions covering 22% with work experience of 11-15 years and 38%

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with work experience of 6-10 years, which shows that mostly to become a manger one would require many years of experience plus the proper education development, indicating that work experience is a great factor in order to become a leader/manger in a firm.

Table 4: Gender

Frequency Percent Valid

Percent Cumulative Percent

Valid Male 26 52.0 52.0 52.0

Female 24 48.0 48.0 100.0

Total 50 100.0 100.0

It is clear that most of the participants were males which were about 52% of the total interviews, and the remaining 48% were females even though, the fact that the number of female employees in the company is actually higher.

Table 5: Position in the company

Frequency Percent Valid Percent Cumulative Percent Associate

Team Leader Line Manager Top Management

Total

21 17 7 5 50

42.0 34.0 14.0 10.0 100.0

42.0 34.0 14.0 10.0 100.0

42.0 76.0 90.0 100.0

The position in the company is important and with our focus on leaders/managers we have a high percent of team leader covering 34% in this case to become a team leader one would require a minimum of 5 years of work experience according to the company’s hierarchy, then the line managers who overlook team leaders covering 14% of the participants that have 6-10 years of experience and lastly top management which has a 10% of the total participants and in this case they have 10-15 years of work experience.

Table 6: Demographics and effect on leadership Frequency Percent Valid

Percent Cumulative Percent

Valid Yes 32 64.0 64.0 64.0

No 18 36.0 36.0 100.0

Total 50 100.0 100.0

This question is the main question that focuses on the relation between gender, culture and age and leadership, in which most participants answered with a Yes giving a percentage of 64% and the participants that answered with a No cover 36%

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Table 7: Rating of Dmographic variables and their impact on leadership Factors Very

important Important Neutral Not

important Not very important (Q7) Position in

a company 12 25 8 3 2

(Q8) I make others feel good to work with me

23 20 4 3 0

(Q9) I help others find meaning in their work

15 19 11 3 2

(Q10) I provide others with new ways of looking at puzzling things

14 16 13 5 2

(Q11) I let others know how I think they are doing

14 25 6 5 0

The table above shows the questions or factors regarding transformational leadership in order for us to know wither leaders and employees think its relevant or has a strong relation to gender, age and culture, with Q7 taking 50% as important and 24%

indicating how important the position in the company is for leaders and employees of the firm, then Q8 is to show us how employees and managers feel about working with each other which gives us a 46% very important and 40% important, Q9 was meant to see wither employees and leader share the same point of view when it comes to giving meaning to their work which gave us a 30% very important and 38% important, moving on to Q10 which focuses on how leader or employees provide new or other ways of thinking when it comes to a puzzling problem that has to be solved which we got a 28% very important, 32% important and 26% neutral, then comes Q11 which we got a 28% very important and 50% important, meaning that most leaders actually do communicate with their teams and inform them regarding their performance.

Table 8: Importance of attributes in relation to leadership

Attributes YES NO

(Q12) Making quick decisions when necessary

42 8

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(Q13) I provide recognition/rewards when others reach their goals

41 9

(Q14) It is essential that employees come to work on time

38 12

(Q15) Diving work equally among each team member

35 15

(Q16) Explaining to my employees the importance of their tasks

35 15

The displayed table about shows some transactional leadership questions that will give us a clear understanding on how employees and leaders think when it comes to leadership. Q12 showed an 84% response with a Yes, indicating fast thinking and response from employees and leaders in problem solving, Q13 is regarding rewards once the goal is reached and we got a response rate of 82%, Q14 gave us a response rate of 76% as a Yes when it comes to coming to work on time, Q15 focuses on equality f work among team members and the work load divided between them which we got a 70% as Yes and 30% as no indicating that some employees don’t believe the work is being divided equally among their team, Q16 providing the same percentage as a 70% Yes and 30% no which means some employees don’t actually know the importance of their work to the organization or the stakeholders in the firm even though the majority dose.

Table 9: Opinion on factors in relation to leadership

Attributes Strongly

Agree Agree Neutral Disagree Strongly Disagree (Q17) I clearly clarify

the responsibility for achieving targets

23 17 5 5 0

(Q18) Abiding to the dress code carries high importance

12 23 9 5 1

(Q19) I think intuition is the best guide in making decisions

10 14 9 10 7

(Q20) I tell others the standards they have to know to carry out their work

16 21 8 5 0

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(Q21) I give careful attention to the working conditions of my employees

17 20 6 7 0

(Q22) As long as things are working, I do not try to change anything

5 12 4 12 17

(Q23) I Take suggestions/ advice from employees on improvements

17 19 8 6 0

(Q24) I think making risky decisions alone does not bother me

15 19 9 7 0

As we can see according to the alpha test using 24 samples out of 50 just in order to find out how reliable the data would be and as long as the figure after testing is greater than 0.5 that would mean the statistics are reliable.

Table 11: Test Statistics

Q7 Q8 Q9 Q10 Q11

Chi-Square 34.600

^a

26.320

^b

22.000

^a

15.000

^a

20.560

^b

df 4 3 4 4 3

Asymp.

Sig. .000 .000 .000 .005 .000

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is 10.0.

b. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is 12.5.

These were the transformational leadership questions and in which this table will prove wither the attributes are with a strong relation with age, gender and culture with accordance of the Chi-square test which indicates that as long as All Asymp. Sig are less than 0.05, it proves that there is a strong relationship between the Impact of transformational leadership and the demographic factors (such a s gender, age and culture).

Table 10: Reliability Statistics

Cronbach's

Alpha N of

Items

.876 24

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Table 12: One-Sample Kolmogorov-Smirnov Test

Q12 Q13 Q14 Q15 Q16

N 50 50 50 50 50

Normal Parameters

^a,b

Mean 1.1600 1.1800 1.2400 1.3000 1.3000 Std.

Deviation .37033 .38809 .43142 .46291 .46291 Most Extreme

Differences

Absolute .507 .499 .471 .442 .442

Positive .507 .499 .471 .442 .442

Negative -.333 -.321 -.289 -.258 -.258

Kolmogorov-Smirnov Z 3.586 3.526 3.330 3.122 3.122

Asymp. Sig. (2-tailed) .000 .000 .000 .000 .000

a. Test distribution is Normal.

b. Calculated from data.

The attributes above relate to questions in regard to transactional leadership and

according to the K-S test statistics as long as All Asymp.Sig are less than 0.05, it

would prove that there is a strong relationship between Impact of leadership and on

the various attributes of transactional leadership.