During the last decades two factors had a great influence on organisations: First the development of computers and second the globalisation. With computers the relative importance of information increased rapidly compared with other resources as ownership of land, materials or work. Globalisation might be seen as a consequence of the developments in computer sciences but the changing of political systems with the opening of borders also had a great impact on this progress. [Cle2004, p. 19f] In Europe the globalisation process was intensified by the political changes and the enlargement of the European Union.
As one effect, business relations are getting more and more international. Not only do the big global players act on different markets but they also use smaller markets outside their home country to develop their business. The internationalisation process leads to a greater shipping volume of goods and to more specific transport concepts such as cross-border and just-in-time delivery. Hence, the transport industry is heavily infected by international business relations and the all-embracing supply chains rely on the operativeness of the logistics.
The problems concerning the transportation are not only the longer distances and the smaller time windows but also cultural based reasons. Working with people from different cultural backgrounds might lead to misunderstandings and conflicts. The problems derived from the internationalisation process might not be so dramatic on the workers’ level but more intensive on the leaders’ one as they need to interact with people having another cultural background. Therefore the qualifications of leaders in the logistics industry should include intercultural and international competences.
The question remains whether it is so easy to change from one employer to another with the perspective on the employers’ requirements. Has globalisation affected the qualifications for jobs in a similar manner as it influenced the dealing with information and goods? If the requirements of employers vary between different countries it can be assumed that it will be difficult for employees to meet these requirements abroad and to get an appropriate job there according to the importance of competences mentioned.
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Table of contents
1 Introduction
1.1 Background
1.2 Field of study
1.3 Purpose of the study
1.4 Choosing the topic
1.5 Concept
2 Culture, Logistics and Leadership
2.1 Internalisation within a cultural background
2.1.1 The decision of acting abroad
2.1.2 Definition of culture as a background for interpersonal relationships
2.1.3 National variations in relation to Hofstede’s dimensions of culture
2.1.4 Précis
2.2 Logistics
2.2.1 Historical development of logistics
2.2.2 Definition
2.2.3 Logistical disciplines
2.2.4 Précis
2.3 Leadership
2.3.1 Definition
2.3.2 Distinction to other terms
2.3.3 Requirements for leaders
2.3.4 Précis
2.4 Special leadership requirements in Germany and Sweden
2.4.1 Hofstede’s cultural dimensions and inferences on German and Swedish leadership behaviour
2.4.2 The leadership behaviour study by Suutari
2.4.3 Implications for the research
2.4.4 Précis
2.5 Summary
2.6 The effect of culture on requirements for leaders
2.6.1 Requirements for leaders in the transport logistics industry in Germany and Sweden
2.6.2 Conclusion
2.7 Research model
3 Method
3.1 Purpose of research
3.2 Primary data collection
3.2.1 Research approach
3.2.2 Contact method
3.2.3 Sampling plan
3.2.4 Contact medium: questionnaire
3.2.4.1 Hofstede’s dimensions
3.2.4.2 Kienbaum’s categories of competences
3.2.4.3 Logistics industry
3.2.4.4 Intercultural aspect
3.3 Execution of the survey
3.3.1 Pretest
3.3.1 First series
3.3.3 Second series
3.4 Processing the data
3.4.1 Removal of irregularities
3.4.2 Statistical processing
3.5 Evaluating the data
3.6 Limitations of the study
3.6.1 General limitations
3.6.2 Objectivity
3.6.3 Validity
3.6.3.1 Internal validity
3.6.3.2 Construct validity
3.6.3.3 External validity
3.6.4 Reliability
4 Comparison of empiricism and theory
4.1 Part one: Hofstede
4.1.1 Power distance
4.1.2 Individualism
4.1.3 Masculinity
4.1.4 Uncertainty avoidance
4.2 Part two: Kienbaum
4.2.1 Knowledge competence
4.2.2 Organisation competence
4.2.3 Stress ability competence
4.2.4 Problem solving competence
4.2.5 Experience in the logistics industry
4.2.6 Customer orientation
4.2.7 Importance of Kienbaum’s competences
4.3 Part three: Logistics industry
4.3.1 Empirical results
4.3.2 Analysis
5 Critical consideration
5.1 Hofstede
5.2 Leaders’ competences
5.3 Implications of the special requirements
5.4 Implications for the requirements in a cultural context
6 Conclusion
6.1 Summary
6.2 Personal reflection
6.3 Further development
Research Objectives and Themes
The primary objective of this thesis is to investigate the requirements for leaders in the logistics industry from an international perspective, specifically comparing Germany and Sweden. The research aims to determine whether cultural differences influence these requirements, challenging existing theoretical assumptions.
- Comparison of leadership requirements between Germany and Sweden within the transport logistics industry.
- Evaluation of Hofstede’s cultural dimensions in the context of modern leadership behavior.
- Application of the Kienbaum model of leader competences (Personal, Behavioural, Professional) to the logistics sector.
- Analysis of the impact of time-critical environments and globalization on logistical leadership.
- Assessment of the role of cultural background in shaping expectations for team interaction and decision-making processes.
Excerpt from the Book
2.3.1 Definition
To consider the way leadership and culture work together, leadership has to be defined first. Several definition of leadership can be found in the literature depending on the subject the researcher was working on. Regarding the context of this study the definition according to Rauch & Behling will be appropriated: “Leadership is the process of influencing the activities of an organized group towards goal achievement [Yuk2001, p. 3]”. In comparison to Northouse’s definition whereupon “[l]eadership is a process whereby an individual influences a group of individuals to achieve a common goal [Nor2001, p. 3]” Rauch & Behling do not limit the leader role to one single person. Depending on the culture the leader role might be shared in some way. Moreover the goal might not be a common goal of all the group members, some of them might disagree. Even in such situations the leader has to keep an eye on the goal achievement. Other definitions try to grasp more the behavioural aspect of leadership but the goal achievement can be seen as essential in a corporate environment.
According to the definition of leadership by Rauch & Behling the main characteristics shall be explained:
Leadership is a process and therefore not linear. The process is interactive between the leader and the group.
Leadership functions through influencing, the leader has to affect the followers.
The group is defined by a common purpose; this might vary as well as the size of the group from case to case.
The final aim is goal achievement. The leader shall direct the group towards accomplishing the goals. [Nor2001, p. 3]
Summary of Chapters
1 Introduction: This chapter introduces the impact of globalization and computerization on the logistics industry and outlines the study's purpose, field of study, and research conceptualization.
2 Culture, Logistics and Leadership: This chapter provides the theoretical foundation, defining key terms and exploring Hofstede’s cultural dimensions, logistical definitions, leadership models, and their specific application to Germany and Sweden.
3 Method: This chapter details the quantitative research design, including data collection via email questionnaires, sampling procedures, and the methodological rigor regarding validity and reliability.
4 Comparison of empiricism and theory: This chapter presents the empirical results collected from the survey, comparing them against the theoretical frameworks of Hofstede and Kienbaum.
5 Critical consideration: This chapter critically analyzes and discusses the empirical findings in relation to the theoretical background, evaluating the nuances of leadership in the logistics industry.
6 Conclusion: This chapter summarizes the main findings, provides personal reflections from the authors, and suggests avenues for further research.
Keywords
Logistics, Leadership, Cultural Dimensions, Germany, Sweden, Hofstede, Kienbaum, Competences, Transport Logistics, Globalization, Decision-making, Management, Teamwork, Organizational Culture, Empirical Study
Frequently Asked Questions
What is the core focus of this thesis?
The thesis examines the qualifications and requirements for leaders within the logistics industry in Germany and Sweden, specifically exploring how cultural backgrounds influence these expectations.
What are the primary thematic pillars?
The main themes include the intersection of national culture (using Hofstede’s dimensions), logistical operational requirements, and the Kienbaum Management Consulting model of personal, behavioural, and professional leadership competences.
What is the ultimate goal of the research?
The goal is to investigate if there are significant, culture-based differences in how employers in the transport logistics industry define the requirements for leadership positions.
Which methodology is employed?
The study utilizes a quantitative, deductive approach, employing standardized email questionnaire interviews across 29 companies in Germany and Sweden to collect primary data.
What is covered in the main section?
The main section establishes a theoretical framework, conducts a survey methodology, presents empirical data analysis comparing German and Swedish results, and provides a critical discussion of these findings.
Which keywords characterize this work?
Key terms include Leadership, Logistics, Culture, Hofstede, Kienbaum, Germany, Sweden, and Competence.
How does the logistics industry specifically influence these requirements?
The study finds that the service-oriented, time-critical nature of the logistics industry acts as a common denominator that can sometimes override subtle cultural differences, particularly in emphasizing problem-solving and customer orientation.
What were some of the unexpected results regarding German and Swedish leadership?
Contrary to common expectations based on the "feminine" vs. "masculine" cultural labels, the survey found that Swedish leaders did not shy away from direct conflict and that both groups showed high requirements for result-oriented behaviour, indicating a strong convergence in the logistics sector.
- Quote paper
- Andreas Mothes (Author), Heiko Ulrich (Author), Daniela Kramer (Author), 2006, Leaders' Qualifications in the Logistics Industry - Are there differences between the requirements for leaders depending on their culture?, Munich, GRIN Verlag, https://www.grin.com/document/58099
