Take Off Program April 2012

Leadership in a Time of Change

Dr. Guido GianassoVice President, Human Capital

April 2012Take Off Program

Leadership is…

Articulating a vision

Aligning people to it

April 2012Take Off Program

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

Because the innovator has for enemies all those who have done well under the old conditions,

. . . . . and lukewarm defenders in those who may do well under the new. Niccoló Machiavelli, The Prince. 1537.

Take Off Program April 2012

Take Off Program

Working withCultural Intelligence

A definition of Culture“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

– Schein, 1992

National Culture…Is about values of national group in the following areas:1. Time – its importance vs. social relations and content 2. Social inequality, including the relationship with

authority3. The relationship between the individual and the

group4. Ways of dealing with uncertainty relating to the

control of aggression and the expression of emotions5. Concept of masculinity and femininity: the focus of

the group on male versus female values

I-LEAD 2010 Launch Workshop 9

Different Classification Criteria

Time awareness reflects the importance that his given to time (as a scarce resource) vs. social relations and content. High time awareness cultures value punctuality, obeying deadlines, sticking to the agenda, etc.

I-LEAD 2010 Launch Workshop 10

Different Classification Criteria

Power distance reflects the extent to which the less powerful people in a culture accept and expect power to be distributed unequally. In high power distance countries, there is a considerable dependence of subordinates on bosses and preference for autocratic or paternalistic boss. Power is based on family, friends and charisma and the ability to use force. In low power countries there is a limited dependence of subordinates on bosses and preference for consultations.

I-LEAD 2010 Launch Workshop 11

Different Classification Criteria

Individualism/Collectivism dimension reflects the extent to which culture encourages individuals as opposed to collectivism, group-centered concerns. In individualistic cultures the emphasis is on personal commitment and achievement. By contrast, in collectivist cultures the interest of the group prevails over that of the individual.

I-LEAD 2010 Launch Workshop 12

Different Classification Criteria

Uncertainty avoidance reflects the extent to which people become nervous in unstructured, ambiguous situations, and try to avoid such situations by developing rules to guide behavior and a belief in an absolute truth. Coping with uncertainty is achieved through the domain of technology, law and religion. Religious beliefs tend to deal with the ultimate uncertainties of life and death. In organizations these take the form of technology, rules and rituals.

I-LEAD 2010 Launch Workshop 13

Different Classification Criteria

Masculinity/Femininity concerns the extent of emphasis on work goals and assertiveness, as opposed to personal goals and nurturance. The first set of values is thought to be associated with males and the second more with females.

Power Distance vs. Individualism

5

15

25

35

45

55

65

75

85

9510 30 50 70 90 110

Small LargePower Distance (PDI)

Col

lect

ivis

tIn

divi

dual

ist

Ind

ivid

ual

ism

(ID

V)

• Guatemala• Costa Rica • Pakistan

• Ecuador• Venezuela

• Indonesia• Singapore• China• Thailand

• Hong Kong • Romania• Mexico • Philippines• Russia• Arabs• Turkey• Iran

• Japan • India

• Switzerland FR• France• Belgium FR• Canada Quebec

• Israel

• Finland• Germany• Norway• Sweden• Denmark• New Zealand

United States

• UK

• Brazil

Australia

Power Distance vs Individualism

5

15

25

35

45

55

65

75

85

95

10 30 50 70 90 110Small LargePower Distance (PDI)

Col

lect

ivis

tIn

divi

dual

ist

Ind

ivid

ual

ism

(ID

V)

67% 62%41%

$

29% 34% 31%

3% 3%

27%

I-LEAD 2011 Final Workshop 16

Cultural Intelligence: 4 factors (Ang)Drive (motivational)Knowledge (cognitive)Strategy (metacognitive)Action (behavioral)

Take Off Program April 2012

Alignment of HC Policies and Systems to IATA Strategy

IATA Strategy

IATA ValuesCore Competencies

People

Speed

Innovation

Change

Integrity

Teamwork

Results

Leadership

1. OrganizationDesign

2. Recruitment

3. Performance Assessment

4. Rewards

5. Development

Aligning HC Policies and Systemsto IATA Strategy

Cultural Intelligence