The cultural dimensions of Italian leadership: Power distance, uncertainty avoidance and masculinity from an American perspective

Tavanti, Marco

doi:10.1177/1742715012441876

Cited by 19 publications

(16 citation statements)

References 19 publications

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“…Cultural, and particularly religious, values appear to explain another finding: the fear that, by having a compassionate approach, managers will be perceived as weak, and would lose their authority and professionalism. Italy, Poland, Spain, and Colombia are countries with predominant Christian Catholic values, which influence the cultural values at personal and societal levels (Tavanti 2012). In these countries, compassion was conceived in terms of pity, associated to an emotional weakness that can lead to loss of power, impartiality, fairness, distance and control.…”

Section: Discussionmentioning

confidence: 99%

Obstacles to compassion‐giving among nursing and midwifery managers: an international study

Papadopoulos

Lazzarino

Aagard

et al. 2020

International Nursing Review

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To explore nursing and midwifery managers' views regarding obstacles to compassion-giving across country cultures. Background: The benefit of compassionate leadership is being advocated, but despite the fact that health care is invariably conducted within culturally diverse workplaces, the interconnection of culture, compassion and leadership is rarely addressed. Furthermore, evidence on how cultural factors hinder the expression of compassion among nursing and midwifery managers is lacking. Methods: Cross-sectional, exploratory, international online survey involving 1 217 participants from 17 countries. Managers' responses on open-ended questions related to barriers for providing compassion were entered and thematically analysed through NVivo. Results: Three key themes related to compassion-giving obstacles emerged across countries: 1. related to the managers' personal characteristics and experiences; 2. system-related; and 3. staff-related. Conclusions: Obstacles to compassion-giving among managers vary across countries. An understanding of the variations across countries and cultures of what impedes compassion to flourish in health care is important. Implications for nursing practice and policy: Nursing mangers should wisely use their power by adopting leadership styles that promote culturally competent and compassionate workplaces with respect for human rights. Policymakers should identify training and mentoring needs to enable the development of managers' practical wisdom. Appropriate national and international policies should facilitate the establishment of standards and guidelines for compassionate leadership, in the face of distorted organizational cultures and system-related obstacles to compassion-giving.

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Section: Discussionmentioning

confidence: 99%

Obstacles to compassion‐giving among nursing and midwifery managers: an international study

Papadopoulos

Lazzarino

Aagard

et al. 2020

International Nursing Review

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“…Subordinates in high power distance cultures that fear expressing disagreement to the boss will be less likely to take initiative. The power distance index (PDI) influences which style of leadership is tolerated or expected by both managers and employees (Tavanti 2012), which in turn affects engagement in decision-making. Chiaburu et al (2015) found that PDI influences organizational citizenship behavior, namely, the extent to which employees show engagement and commitment beyond their ordinary tasks.…”

Section: Power Distance and Organizational Resiliencementioning

confidence: 99%

“…The gender dimension of masculinity vs. femininity refers to values beyond absolute gender difference. These values are related to masculine or feminine roles in a society (Hofstede et al 2010;Tavanti 2012). Masculinity is characterized by values like assertiveness, competition, performance, and focus on material success, while feminine values include maintaining relationships, solidarity, service orientation, and quality of life issues (Luczak et al 2010;Taras et al 2012;Tavanti 2012).…”

Section: Masculinity Vs Femininity and Organizational Resiliencementioning

confidence: 99%

“…These values are related to masculine or feminine roles in a society (Hofstede et al 2010;Tavanti 2012). Masculinity is characterized by values like assertiveness, competition, performance, and focus on material success, while feminine values include maintaining relationships, solidarity, service orientation, and quality of life issues (Luczak et al 2010;Taras et al 2012;Tavanti 2012). A country scores highly for this dimension when male values are more present in the society than feminine values (Hofstede et al 2010;Tavanti 2012).…”

Section: Masculinity Vs Femininity and Organizational Resiliencementioning

confidence: 99%

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Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region

Fietz

Hillmann

Guenther

2021

Schmalenbach J Bus Res

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The purpose of this paper is to investigate the influence of national culture on organizational resilience, the effects of which are analyzed for companies from the North American Free Trade Agreement (NAFTA) region. This paper utilizes an etic approach to study this relationship and has an empirical design with a sample of N = 464. The direct effect of national culture on organizational resilience is investigated. To measure national culture, this paper relies on the dimensions of Hofstede. A multiple regression analysis is applied to answer the hypotheses. Results show that the dimensions of power distance, individualism, uncertainty avoidance, and indulgence have a significant direct effect on an organization’s resilience. This paper confirms the necessity for reflecting upon the importance of national cultures to globally-working organizations. Organizations that are dedicated to proactive development in their organizational resilience must understand the cultural circumstances that might hinder resilience development. Indeed, cultural influences play a significant role in human resource trainings, choices of location, leadership styles, and managing stakeholders and external alliances to improve organizational resilience. This paper is the first to quantitatively study the relationship of national culture on organizational resilience.

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“…Cohen and Federico (2001) define Italy as one of the world's richest and economically advanced countries due to the fact that small Italian firms benefited from unique social interactions resulting from shared values and belief systems. Italy is associated with other countries that tolerate more power distance (Tavanti 2012). While Italians accept and somehow expect that some groups in society will be more powerful than others, they often express cynicism about persons in positions of authority, generally supporting the breaking of petty rules, ridiculing authority or people in positions of power (Flower and Falassi 2006).…”

Section: National Culture and Workmentioning

confidence: 99%

A Cross-Sectoral Study of Value Profiles and Differences between Employees in Private and Public Sector in South East Europe

Gashi

Požega

Crnković

2017

South East European Journal of Economics and Business

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This study of cultures across 6 countries (7 regions) shows that each region has its own specificity and its own unique employee value profile. Value profiles have been explored as a potential diagnostic tool on the basis of Hofstede’s value dimensions in the service of human resource development at the local level. The resulting employee value profiles are based on a representative sample of employees in the private and public sectors. Significant similarity in value profiles have been found for employees from Croatia and Serbia compared to Romania, Hungary, Slovenia and Italy, both in the public and private sector. The research results suggest the direction that managers and policymakers need to take in order to understand what employees’ values are, how they can be used, and how to address the challenges of human resource development in their region.

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The cultural dimensions of Italian leadership: Power distance, uncertainty avoidance and masculinity from an American perspective

Cited by 19 publications

References 19 publications

Obstacles to compassion‐giving among nursing and midwifery managers: an international study

Obstacles to compassion‐giving among nursing and midwifery managers: an international study

Cultural Effects on Organizational Resilience: Evidence from the NAFTA Region

A Cross-Sectoral Study of Value Profiles and Differences between Employees in Private and Public Sector in South East Europe

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