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GLOBE - Global Leadership and Organizational Behaviour Effectiveness

The GLOBE study was a large-scale research project involving 170 social scientists who surveyed 17,000 managers across 62 cultures. The study identified 9 dimensions of culture, including uncertainty avoidance, power distance, collectivism, and gender egalitarianism. The purpose was to determine which leadership behaviors are universally accepted versus culturally contingent. The study assessed culture from the perspectives of actual cultural practices and cultural values. Figure 9.4 displays the societal culture scores of countries in the "Latin Europe cluster".

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312 views2 pages

GLOBE - Global Leadership and Organizational Behaviour Effectiveness

The GLOBE study was a large-scale research project involving 170 social scientists who surveyed 17,000 managers across 62 cultures. The study identified 9 dimensions of culture, including uncertainty avoidance, power distance, collectivism, and gender egalitarianism. The purpose was to determine which leadership behaviors are universally accepted versus culturally contingent. The study assessed culture from the perspectives of actual cultural practices and cultural values. Figure 9.4 displays the societal culture scores of countries in the "Latin Europe cluster".

Uploaded by

Syèd Masum
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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GLOBE Global Leadership and Organizational Behaviour Effectiveness

Global Leadership and Organizational Behaviour Effectiveness (GLOBE) is a large-scale


research programme which comprised a network of 170 social scientists and management
scholars. The study is based on a survey of 17,000 managers from three industries (banking, food
processing and telecommunications) across 62 cultures. The GLOBE researchers identified nine
dimensions of culture (House et al. 2002; Magnussen et al. 2008, p. 186):
1. Uncertainty avoidance: The extent to which a society tries to avoid the unpredictability of
future events, e.g. by relying on rituals or bureaucratic practices.
2. Power Distance: The degree to which members of a culture expect and accept power to be
distributed unequally.
3. Collectivism I (Societal Collectivism): The degree to which organisational and societal
institutional practices encourage collective distribution of resources and collective action.
4. Collectivism II (In-Group Collectivism): The degree to which individuals express loyalty and
cohesiveness in their organisations or families.
5. Gender Egalitarianism: The extent to which a society minimises gender role differences and
discrimination.
6. Assertiveness: The degree to which individuals are assertive, confrontational and aggressive in
social relationships.
7. Future Orientation: The degree to which individuals engage in futureoriented behaviours such
as delaying gratification, planning and investing in the future.
8. Performance Orientation: The extent to which a society encourages and rewards group
members for performance improvement and excellence.
9. Humane Orientation: The degree to which individuals encourage and reward individuals for
being fair, altruistic, friendly, generous, caring or kind.
Figure 9.4

Source: Jesuino 2002, p. 85.


The purpose of the project was to find out which leadership behaviours are universally accepted
and which are culturally contingent. While there is some overlap between the Hofstede and
GLOBE dimensions, the GLOBE study goes beyond Hofstede's approach, assessing culture from
two angles: cultural practices (culture as is) and cultural values (what should be).
Figure 9.4 displays the societal culture scores of the Latin Europe cluster, which comprises
Italy, Spain, France, Portugal, the French speaking part of Switzerland and Israel.

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