Halla Tomasdottir: An Example of the Pyramid Model Tomasdottir notes that the company is run based on five core "feminine" values." The first core value is risk awareness, not investing in anything they don't under- stand. The second value is profit with principles, seeking a positive social and To see how the Pyramid model can be used to better understand how global environmental impact and not just economic profit. The third value is emotional leadership works, let's take a look at a unique situation from Iceland. Leading as a capital. Under this approach, investments are proceeded by what is called emotional global manager is much easier said than done, especially when the world seems to due diligence. This is a check on the company by looking at their people and at be collapsing around you. The 2008 global economic collapse provides a good case whether the corporate culture is an asset or a liability. The fourth value is straight in point. During this crisis, the small country of Iceland, with a population of just talking, making the language of finance accessible to all and not part of an alienating nature of banking culture. Finally, the last core value is a focus on helping women become financially independent, because this can lead to greater over 300,000 people, was overwhelmed." As general director of Iceland's chamber freedom and independence for women so they can make their own investment of commerce Halla Tomasdottir observed, "A lot had gone wrong, some things decisions. didn't make sense and it couldn't go on that way. We warned it would happen." Men are in a minority at Audur, but Tomasdottir is keen to hire more. "There are But no one listened so she left the chamber and launched her own company together fewer of them, but they are not tokens; we have hired them on merit. Now, if we with banker Kristin Petursdottir, a former manager at the British subsidiary of the have two equally competent people, we would positively discriminate in favor of the crisis-stricken Icelandic bank Kaupthing. Together, they formed Audur Capital, a man because we want balance." she says, without a flicker of irony. financial and investment company that would take a new path. Today. Audur But Tomasdottir's career did not end here. In 2016, she ran for president of Capital is one of the few firms in the Icelandic finance sector that is actually turning Iceland and only narrowly lost. Then in 2018, she was appointed CEO to the B- a profit. Team, replacing Richard Branson of the Virgin Group. The B-Team consists of a At Audur Capital, executives and employees alike use a simple formula for group of global business and society leaders committed to using their collective success: combining multicultural competence with a common-sense approach to voice to address social problems, including climate change, good governance and investing. Ardur focuses on sustainable investments in projects that make as much transparency, responsible tax principles, and global human rights. The B-Team is her next step in global leadership. sense socially and environmentally as they do for the investors themselves. They are Throughout her career, Halla Tomasdottir has led by example. She demonstrated not interested in investments that quickly generate high yields but with social or early on at Audur her business acumen and her multicultural competence (see environmental costs. Chapter 1). Both at Audur and now the B-Team, she has made use of her global management skills from team-building to communications to trust-building. And she has mastered such system skills as community builder, boundary spanner, organizer, and change manager. If we are looking for an exemplar for the Pyramid model of leadership, here is a good place to begin.Management application 6.4 Pyramid model: Halla Tmasdottir 1. Given the profile of Halla Tmasdttir presented in the case, how well do you think her leadership style fits the Pyramid model? 2. Do you believe men and women generally have different values in business, such as those discussed at Audur Capital? If so, how do they differ? 3. To what extent do you believe it is helpful, on the one hand, and harmful, on the other hand to consider \"female" values and \"male\" values in intercultural interactions? 4. What leadership lessons can we draw from this case for global managers in other countries