What Maketh a Manager? Differences in culture and personality across four countries

1. What Maketh a Manager? Differences in culture and personality across four countries John Hackston, OPP Ltd Gabrielle Walker, OPP Ltd

2. Overview • Distinction between personality type and culture • Cross cultural teams differences and similarities • Our research • Sample • Methodology • Results and findings • Implications for practitioners

3. Culture and personality Culture “A fish only discovers its need for water when it is no longer in it. [Culture] sustains us. We live and breathe through it.” Trompenaars Personality

4. Cross-cultural teams Previous research shows that culture varies across countries So, how does this affect the workplace? • Impact on work place interactions • Leadership differs across cultures (GLOBE) • Individual personality will interact with cultural style

5. Our research • n= 710 MBTI practitioners • 69% female 31% male • Mean age= 44 years • Range of seniority: Education Learning and Development Coaching Executive level/Owner EmploymentSector HR Consulting Employee

6. Cultural Orientations Framework 7 Categories and 17 dimensions: • Sense of Power and Responsibility • Time management Approaches • Definitions of Identity and Purpose • Organisational Arrangements • Notions of Territory and Boundaries • Communication Patterns • Modes of thinking “Measures a set of cultural orientations- an inclination to think, feel or act in a culturally determined way” Rosinski, 2003

7. Personality • Myers-Briggs Type Indicator®questionnaire (Myers et al, 1998). JUDGING THINKING SENSING EXTRAVERSION INTUITION PERCEIVING FEELING INTROVERSION How do you deal with the world around you? What process do you use to make decisions? What kind of information do you prefer to use? Where do you get your energy from?

8. Hypotheses • Those with an iNtuitive preference were more likely to be at more senior levels • Some cultural orientations would show a consistent relationship with seniority; others country specific • Personality would have a bigger effect than cultural orientation

9. Sensing – iNtuition and job level (1)

10. Sensing – iNtuition and job level (2)

11. Overall COF differences by job level Control Humility Monochronic Polychronic Past Future Stability Change Analytical Systemic

12. Correlations and Fisher Z by country Commonalities Differences

13. Scarce/Plentiful (Australia, UK, India) Scarce India Plentiful Scarce UK Plentiful Scarce Australia Plentiful

14. Conclusions and implications Conclusions • Previous research showing more people with an iNtuitive preference in senior roles was supported • The hypothesis that personality would show a greater effect than cultural orientation on seniority was not supported • There were communalities and differences between countries in how cultural orientation related to seniority Implications • Recognising similarities and differences between managers of different cultures can help practitioners working internationally • Understanding personality type can build a bridge between cultures • Explore techniques for working with people from different cultures

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