Leadership in Australia

1

Question 2: Analyzing leadership from a holistic approach: Culture and leadership in Australia

Analyzing leadership from a holistic approach: Culture and leadership in Australia

In the Article “The Anthropology of Leadership: Culture and Corporate Leadership in the American South” Andrew Jones (2005) focuses on the fieldwork-based, small-scale research that enables to see subtle complexities and dynamics in the actual “localization” or “indigenization” of “globalization”. In his research Jones’ emphasis is on the regional complexities, which are, firstly, a high level of social capital and intense localness, secondly, a distinctly southern Protestant work ethic, thirdly, leaders, which possess exotic educational capital derived from an education at an Ivy League School as well as economic power through “second homes” and cosmopolitanism and, fourthly, leaders that have the role of keepers of the tribe. Through being keepers of the tribe – committing to the regional and organizational culture - leaders in the American South achieve their legitimacy and authenticity. Through the exotic educational capital these leaders introduce innovation and change. These regional complexities are the main focus in Jones’ research while the global, the national as well as the organizational context play a minor role. The three firms Jones analyzed are somewhat different in terms of size, industry, ownership and many more aspects, which most likely have an impact on the leadership style. Jones does not pay particular attention to these differences, but instead highlights the similarities and focuses on the regional culture. Dynamics describe the change or transformation over time within a global, national, regional and organizational context. Leadership is not stable, but dynamic. These dynamics are only discussed briefly in Jones’ analysis of the American South through mentioning the years, in which the three firms are founded, as well as the development since....