Abstract
Years of cultural activity and difference in perception have developed a world where different countries exist having different cultures. Every country can be separated on the basis of their cultural dimensions of power distance, uncertainty avoidance, individualism, long term orientation, career/life and universality. India is a country that has a significantly diverse culture and due to its diversity the most suitable leadership style for the country is often questioned. There are different motivational techniques that can be followed in the Indian market to motivate employees and ensure their performance is improved. Americans have certain stereotypes concerning Indians and most of these stereotypes are generalizations that have been made from their interaction with different media forms available to them. There are certain gestures, words, etc. that need to be avoided while conversing with the Indians. Also, Indian culture can be classified as both high and low context based on its diverse nature. This paper will highlight all these issues related to Indian culture.
Keywords: Indian, culture, etc.
1. Amisi - 21 year old female (Egyptian)
Power Distance – High
Individual or Collective – Collective
Uncertainty Avoidance –High
Career or Life - Life (Close to Intermediate)
Confucian or Dynamism - Low
Universalistic or Particularistic – Particularistic
2. Julie - 51 year old (Chinese-Singapore)
Power Distance - High (Close to Intermediate)
Individual or Collective - Collective
Uncertainty Avoidance -Low
Career or Life - Life
Confucian or Dynamism - High
Universalistic or Particularistic – Particularistic
3. Jinsoo - 27 year old male (S. Korean)
Power Distance - low
Individual or Collective – Collective
Uncertainty Avoidance –High
Career or Life - Life
Confucian or Dynamism - High
Universalistic or Particularistic – Particularistic
4. Shahid - 32 year old male (Iranian)
Power Distance – High (Intermediate)
Individual or Collective – Collective
Uncertainty Avoidance -High
Career or Life - Life
Confucian or Dynamism - low
Universalistic or Particularistic – Particularistic
5. Harpreet - 30 year old female (Indian)
Power Distance - High
Individual or Collective – Intermediate
Uncertainty Avoidance –low (Intermediate)
Career or Life - Career
Confucian or Dynamism – High
Universalistic or Particularistic – Universalistic
6. Tom - 33 year old (Irish)
Power Distance - low
Individual or Collective - individual
Uncertainty Avoidance -low
Career or Life - Career
Confucian or Dynamism - low
Universalistic or Particularistic – Universalistic
7. Akemi - 25 year old male (Japanese)
Power Distance – High
Individual or Collective - individual
Uncertainty Avoidance -High
Career or Life - Career
Confucian or Dynamism - low
Universalistic or Particularistic – Universalistic
8. Felipa - 28 year old female (Mexican)
Power Distance – High
Individual or Collective – Collective
Uncertainty Avoidance -High
Career or Life - Career
Confucian or Dynamism - Low
Universalistic or Particularistic – Universalistic
9. Henri - 33 year old male (French)
Power Distance – High
Individual or Collective – Individual
Uncertainty Avoidance –High
Career or Life – Life
Confucian or Dynamism – High
Universalistic or Particularistic – Particularistic
10. Vlad - 40 year old female (Russian)
Power Distance – High
Individual or Collective – Collective
Uncertainty Avoidance –High
Career or Life – Life
Confucian or Dynamism – High
Universalistic or Particularistic – Particularistic
Suitable Leadership Style
According to a survey by Hay Group, the majority of the Indian corporate leaders are utilizing coercive leadership style (Sinha, 2013). Therefore, according to the Traits approach of Northouse, the leadership trait utilized by most Indian managers is coerciveness. This approach provides a short term solution to leaders, but it falls short in long term as it becomes a struggle to retain employees. A poll conducted by TimesJob on ideal leadership style in the Indian scenario revealed that the most suitable style of leadership is democratic or participative leadership. 69 percent of the poll participants believed that in Indian market, the participative leadership style is the most suitable trait (ET, 2013).
The choice of participative leadership is suitable as many Indian leaders follow autocratic leadership style and expect their employees to do as expected. In contrast, participative leadership style is expected, because many Indian employees expect that utilizing participative style would get them the opportunity to speak their mind and communicate their point of view with the leader of different issues. Participative leadership style also matches the with Indian cultural needs as the high power distance ensures that employees fail to raise their voice or share onion, unless they are asked to come forward by their manager.
Motivating Employees in India
There are few basic methods that can be used for motivating employees in India require a level of involvement from managers. Alienative method is used by many managers in India, where employees are motivated through respect or fear of the superiors. Another method is through morality where the leader appeals to the conscience of employees. Calculative method can also be used by the management where employee self-interest is considered top priority. Apart from these three methods, other techniques that are commonly used by managers to motivate Indian employees include public praise, punishment, money and designation (Miller, 2015).
In India, public praise is an accountable way to ensure employees are motivated, as public praise is considered a matter of respect for employees and places employees in a position of gaining respect from their peers. Punishment is also a valid way of motivating employees in India as employees are scared of getting insulted in public or left behind by employees who are performing in a better way. Money has always been one of the most attractive options from motivating employees in India. Salary and benefits turn out to be highly positive means to ensure employees feel valued in the organization. Designation is seen as a matter of honor for the employees as higher the designation in the organization, the greater the respect from others and the individual (Miller, 2015).
Indian Culture Stereotypes
Stereotypes about Indians are mostly made out of news media, movies, internet and television, which are easily available to Americans. Some of the common stereotypes that Americans have about Indians are heavy accents and poor communication skills, dark skinned, IT experts, arranged marriages, cow worship, vegetarians, rapes and women harassment, filled with slums, etc. (Warner & Jha, 2015). All these stereotypes are incorrect and are manipulation of media presented to Americans. These stereotypes are ineffective as they can only be applied to certain section of the population and does not hold true for all Indians.
Basing understanding of Indian culture on the basis of these stereotypes would be a crucial mistake for any American. But, these mistakes can be overcome by making adjustments to the stereotypes on the basis of facts rather than generalizations. For example: all Indians are dark skinned can become some Indians are dark skinned. Similarly, all Indians are good at IT can become Indians are better at IT or many Indians are excelling in IT.
Words, Gestures and Ideas to Avoid
India is multi-cultural society and Indians are very respectful of their culture and religion. For any individual who wants to successfully converse with an Indian, it is advisable that certain words are not uttered that insult Indian gods as the Indians take offense very easily. It is also important that certain curse words are avoided as Indians tend to be close to their family and any curse word that is commonly seen as a joke or an insult in other cultures, can be seen as a dishonourable action by Indians. It is also important that Indians should not be asked about eating cow, as the cow is holy to many Indians (Shea, n.d.).
It is also important that food and relationships are valued as Indians provide additional importance. Making a stereotypical joke on the spiciness of Indian food can be considered as offensive by Indian employees. Never use your left hand to eat food or shake someone’s hand as it is still used by many Indians to wash their delicates. Many Indians are vegetarians; therefore it is advisable to be informed in advance before eating or offering non-vegetarian food to them. It is advisable that all these actions are avoided while dealing or working with someone from India (Shea, n.d.).
India: HC vs LC
At present, India is close to an LC (low context) culture with specific HC (high context) cultural features (Nishimur, Nevgi and Tella, n.d.). Traditionally, India has always been an HC culture. Indian culture is characterized with the same courtesy, pragmatism, patience, and harmony that characterizes the Japanese culture. Indians tend to be very loyal and family-oriented in nature. The Indian society follows a hierarchical system where all duties and obligations arise from being part of a family, part of a work group, an employer or an employee. However, Indians are moving towards becoming an low context LC culture and the change in their culture is happening because of the presence and improvement in technology, travel, television and trade. These factors are making India closer to the western society and as the country develops its culture is becoming low context. Therefore, Indian culture is moving towards low context, after traditionally being a high context culture.
Conclusion
The most appropriate leadership style that relates to Indian culture is participative leadership as it will allow employees to speak their mind and discuss their issues with the manager and employer. Employees in India can be motivated through designation, money, public praise, and punishment. Many Americans have specific stereotypes that they associate with Indians such as poor English, heavy accents, dark skinned, vegetarians, cow worshippers, etc. These stereotypes provide inappropriate information about Indians and create a false image of Indian culture among Americans. Certain ideas and gestures should be avoided completely in front of Indians such as avoiding issues related to religion and never insult their food. Also, it is important to understand the relevance of the left hand as they consider it unsanitary. Traditionally, India used to be a high context culture, but over the years they have started to move towards low context due to the trade, technology, television, and travel.
References
Adler, N. J. (2007). International dimensions of organizational behavior. Mason, OH: South-Western.
Economic Times. (2013, 29 May). India Inc wants participative, adaptable, global leaders: Experts. Retrieved 3 April 2016 from, http://articles.economictimes.indiatimes.com/2013-05-29/news/39602109_1_leadership-style-hcl-technologies-ltd-hitachi-india
Miller., N. (2015, 30 March). The True Secret to Motivating Indian Teams. Retrieved 3 April 2016 from, http://learningindia.in/motivating-indian-teams/
Northouse, P. G. (2004). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
Sinha., M. (2013, April 4). Majority Indian business leaders follow 'coercive' leadership style. Retrieved 3 April 2016 from, http://articles.economictimes.indiatimes.com/2013-04-04/news/38278451_1_leadership-style-business-leaders-asian-leaders
Shea., T. (n.d.). Rude! What You Should Never Do in Other Countries. Retrieved 3 April 2016 from, http://www.rd.com/advice/travel/rude-behavior-other-countries/
Warner., L & Jha., R. (2015, 23 March). Indians React To Indian Stereotypes. Retrieved 3 April 2016 from, http://www.buzzfeed.com/lizzwarner/indians-react-to-american-pop-culture-stereotypes#.laj7MPZvp
