Researchers of their teams through emotional contagion.”

  Researchers suggest that sense of collectivismcan enhance teamwork. (Chatman et al.

,1998). Workers in Argentina areclassified as collectivists. A high level of collectivism shows that a personis more strongly communicate with their co-workers because of their readinessto cooperate (Triandis,1968). Therefore, workers will enhance team performancedue to their good cooperation. In small power distance countries likeArgentina, it is easy for general employees to approach their bosses.

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Workerscan openly discuss their own point of view with their boss. Leaders also encourageindependent thoughts, thus, better communication between leaders and generalworkers will be developed. Affective cultures like Argentina show how theirfeelings more and it influences a person’s attitude.

From facial expression tomoods, one good or bad attitude can spread across your culture from employee toemployee. Tony Schwartz, President and CEO of the energy project, said,”Because employees pay great attention to their leaders’ emotion, leaderscan strongly influence the mood, and thus attitudes and performance of theirteams through emotional contagion.” Which shows that the emotion of a personcould affect other colleagues’ attitude at work.

Argentina is also classifiedas a country working with Synchronic time order. A worker can multitask at atime and it might lead to lower job performance. For example, a manager hadassigned three tasks to a worker, the worker needs multitask and finish thosethree tasks. Multitasking will make workers hard to focus on one thing, and itwill affect the worker’s job performance. The masculinity of a society might alsoaffect the leadership style of a business.

In Argentina, people are more “masculine”.A hypothesis is suggested from a research from Kingston University stated thatmale leaders have different leadership behavior than women, A”masculine” leader usually uses the style of transformational andtransactional which means using contingent reward, intellectual stimulation,and inspiration to their workers. Also, from a research found from CommonwealthSecretariat, male leaders make their own decisions and take corrective actionswhen performance lacks. When a country like Argentina has masculinity cultures,their leaders tend to use the masculine style of leadership.       In Argentina, people tend to work in agroup and achieve group goals but in Canada, workers are more individual andare expected to be self-reliant and display initiative rather than group work. Anothercultural difference between Canada and Argentina is that workers in Canada aremore specific than the workers in Argentina.

In Canada, workers separate theirwork and their home lives while Argentina workers tend to be more diffuse. InCanada, people think that a worker’s value base on your achievements, but inArgentina, people believe that you should be valued your titles and roles.        Since Argentina and Canada are two countries with a very differentculture, it might be difficult for me to work in Argentina.

Firstly, I am anindividual worker, if I had done well, I will get a reward as an individual.But if I work in Argentina, people usually work as a group, your hard work willnot be noticed by the boss. Secondly, I am a specific person which I like to bedirect to the point. When I was at work, I will do what the boss assigned me todo, and I separate my work and my personal lives since I don’t like talkingabout work after working hours.

But if I had to work in Argentina, their workand their private life is overlap, somehow, they will discuss their business inpersonal time or after work. Another difficulty that if I had to work inArgentina is about how people view your status. In Canada, people will view youbased on your achievements and performances no matter who you are, but inArgentina, people valued you have mattered with your roles and position.

So, ifI work in Argentina, people who have higher position will get the praise eventhough they didn’t accomplish anything for the business and it will be unfairto the other workers who work hard to achieve some goals for the company. References What doescollectivism mean for leadership and teamwork performance? An empirical studyin professional service firms. (n.d.

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html Sequential vsSynchronic time perception. (n.d.

). Retrieved January 29, 2018, from https://www.globalizen.

com/sequential-vs-synchronic-time-perception/ CulturalDifferences – The Power Distance Relationship. (n.d.). Retrieved January 25,2018, from http://thearticulateceo. CountryComparison. (n.

d.). Retrieved January 29, 2018, from https://www.hofstede-insights.

com/country-comparison/argentina/ CountryComparison. (n.d.).


Retrieved January 29, 2018, from Triandis, H. C.(2001).

Individualism-Collectivism and Personality. Retrieved January 29, 2018,from http://130.18.

86.27/faculty/warkentin/SecurityPapers/Merrill/Triandis2001_JOP69_6_Allocentrism.pdf Wolfram, H. J.,& Gratton, L.

(n.d.). Gender role self-concept, categorical gender, andtransactional-transformational leadership: Implications for perceived workgroupperformance. Retrieved January 29, 2018, fromhttp://eprints.kingston. Ahlstrom, D.

(2010). International management: strategy and culturein the emerging world. (n.d.).

Retrieved January 29, 2018, from The SevenDimensions of Culture: Understanding and Managing Cultural Differences.

(n.d.).Retrieved January 29, 2018, from https://www.mindtools.

com/pages/article/seven-dimensions.htm What doescollectivism mean for leadership and teamwork performance? An empirical studyin professional service firms. (n.d.).

Retrieved January 29, 2018, from, U.

U. (2008). Comparing Cultures . In D. C. Thomas & D.

C. Thomas (Authors), Cross-cultural management: essential concepts. Los Angeles: Sage Publications. What DoesCollectivism Mean for Leadership and Teamwork Performance? an Empirical Studyin Professional Service Firms. (n.

d.). Retrieved January 29, 2018, fromhttps://business. (Authors), Cross-cultural management: essential concepts. Los Angeles: Sage Publications. Government ofCanada, Foreign Affairs Trade and Development Canada, Deputy Minister ofForeign Affairs, Assistant Deputy Minister Human Resources, Learning.

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