The influence of culture on leadership style in international organizations case of Elizabeth Glaser pediatric aids foundation

Abstract

The relationship between national culture and Leadership style has received great attention over the last decade, moreso in developing countries where there is continuing debate on the exportation of skills and management techniques and theories from developed countries. This study has therefore a key objective to establish the influence of culture on leadership style in international organisation with a bias to one international NGO – Elizabeth Glaser Pediatric Aids Foundation. The sample of the study included fifteen members of staff in EGPAF in the top level management, middle level and lower levels who have experienced changes in top leadership in course of their employment with the Foundation. The primary data was collected using a questionnaire and analyzed through content analysis. The study established that organization employs only Kenyans of high academic qualification in which their duties are well defined. The management is involved in decision making with consultation through opinions, delegate important tasks, or even socially interact with them. Working environment can be improved by encourage vertical and horizontal consultations, enhance feedback mechanisms, open sitting arrangements, institutionalize frequent meeting, bonding sessions, and timely addressing. The organisation is an equal employer with the laid down standards, procedures or policies, and operations instructions which gives guidelines on the employees. Monitoring procedures includes daily clock-in and out, submission of monthly reports including time sheets, work plans, regular meetings and other compliance checks, performance appraisal and attendance register. The current leadership style in more of top-down as per the reporting lines, and in a number of cases, it involves consultation, development of work teams, democratic and flexible, open and supportive hence allows their juniors to use their skills; this creates a lot of independence leading to good performance. In addition, the top leadership cultural background impacts on the leadership styles they practice since culture influences character, values, and employee relationship. Most of the respondent noted that this vice can be curbed if there is open culture where people can express themselves and iron out any issues and/or if the Foundation could entrench the desired leadership style and organisation culture into their policies and practices which will in turn limit the cultural backgrounds of top leadership coming to play. Finally improvement opinions is that organization should avoid cultural issues which affect the organizational performance. Employee motivation by promotions through merit and not their cultural backgrounds which influence their leadership styles hence the organizations should put measures to stop this exercise.