INTRODUCTIONINTRODUCTION
• Leadership: influencing group members to achieve goals
• Excellent leaders: motivate their employees to achieve more than minimal requirements
• The challenges of leadership in a multinational company
GLOBAL LEADERSGLOBAL LEADERS
•Have skills and abilities to manage people from diverse backgrounds•cosmopolitan •skilled at intercultural communication
•culturally sensitive
•rapid acculturators•know local cultures/social institutions
•facilitate subordinates’ intercultural performance
Global leaders, continuedGlobal leaders, continued
Global leaders, continuedGlobal leaders, continued
•use cultural synergy•promote and use the growing world culture
THREE CLASSIC MODELS: THREE CLASSIC MODELS: A VOCABULARY OF A VOCABULARY OF
LEADERSHIPLEADERSHIP
•Leadership traits•Leader behavior•Contingency leadership
models
LEADERSHIP TRAITSLEADERSHIP TRAITS
•Trait models of leadership: Are leaders born or made?
•The great person theory
TRAITS OF SUCCESSFUL U.S. TRAITS OF SUCCESSFUL U.S. LEADERSLEADERS
• Higher intelligence/self confidence • More initiative/assertiveness/
persistence • Greater desire for responsibility
and influence• Greater awareness of the needs of
others
U.S. PERSPECTIVES ON U.S. PERSPECTIVES ON LEADERSHIP BEHAVIORSLEADERSHIP BEHAVIORS
•Two major types of leadership behaviors
•1. Initiating structure: task-centered leaders•give directions, establish give directions, establish
standardsstandards
•2. Focus on social and emotional needs of employees:
• consideration or person-centered leaders
U.S. perspectives on U.S. perspectives on leadership behaviors, leadership behaviors,
continuedcontinued
•Autocratic •Benevolent•Democratic•Consultative or
participative leadership style
LEADER DECISION LEADER DECISION MAKING STYLESMAKING STYLES
JAPANESE LEADERSHIP JAPANESE LEADERSHIP Performance-Maintenance Performance-Maintenance
(PM) Theory(PM) Theory
•Performance function (P)•similar to task-centered similar to task-centered
•The maintenance function (M)•similar to person-centered similar to person-centered
•PM leader focuses on influencing groups
WHICH STYLE OF LEADER WHICH STYLE OF LEADER BEHAVIOR IS BEST?BEHAVIOR IS BEST?
• It all depends •Contemporary views:
challenge the assumption that one style of leadership behavior fits all situations
CONTINGENCY THEORIESCONTINGENCY THEORIES
•Assumption:•different styles and different styles and
different leaders are more different leaders are more appropriate for different appropriate for different situationssituations
FIEDLER ON LEADERSHIPFIEDLER ON LEADERSHIP
• Success depends on: • 1. Leader/subordinates 1. Leader/subordinates
relationshipsrelationships• 2. Subordinates' tasks2. Subordinates' tasks• 3. Power of the leader3. Power of the leader
• Effectiveness = style matches situation
EEXX 1144..22 LLEEAADDEERR EEFFFFEECCTTII VVEENNEESSSS UUNNDDEERR DDII FFFFEERREENNTT CCOONNDDII TTII OONNSS
LLeeaaddeerrsshhiipp SSttyyllee
LLeeaaddeerr EEffffeeccttiivveenneessss
PPeerrssoonn--CCeenntteerreedd
NNoott EEffffeeccttiivvee EEffffeeccttiivvee NNoott EEffffeeccttiivvee
TTaasskk-- CCeenntteerreedd
EEffffeeccttiivvee NNoott EEffffeeccttiivvee EEffffeeccttiivvee
CCoonnttiinnggeennccyy CCoonnddiittiioonnss
ggoooodd rreellaattiioonnss bbeettwweeeenn lleeaaddeerr aanndd ggrroouupp
ssttrruuccttuurreedd ttaasskkss llooww ppoowweerr iinn
lleeaaddeerr’’ss ppoossiittiioonn
MMiixxeedd
ppoooorr rreellaattiioonnss bbeettwweeeenn lleeaaddeerr aanndd ggrroouupp
uunncclleeaarr jjoobb rreeqquuiirreemmeennttss
llooww ppoowweerr iinn lleeaaddeerr’’ss ppoossiittiioonn
PATH-GOAL THEORYPATH-GOAL THEORY
• Identifies four types of leadership styles• directivedirective• supportivesupportive• participativeparticipative
• achievement-orientedachievement-oriented • See Exhibit 14.3 nextSee Exhibit 14.3 next
Leadership Styles:Directive
SupportiveParticipative
Achievement-Oriented
SubordinateCharacteristics:
AbilitiesNeeds
Work Experience
Characteristics of theWork Environment:
Organizational DesignJob Tasks
Work Group
MotivationalProcesses:Expectancy
ValanceInstrumentality
Outcomes:Effort
Performance
PATH-GOAL THEORY FITSPATH-GOAL THEORY FITS
• Subordinates • high achievement needs = high achievement needs =
achievement-oriented ldr.achievement-oriented ldr.• high social needs = supportive high social needs = supportive
ldr.ldr.• Job unstructured = directive or
achievement-oriented ldr.
Exhibit 14.5 (next) Exhibit 14.5 (next) shows the national-shows the national-
context contingency context contingency model of leadership model of leadership
National Contex t
National Context
Subordinate Characteristics:
NeedsEducation
Achievement Motivation
Outcomes:Performance
MotivationSatisfaction
Leader Behaviors&
Leadership Traits
SubordinateMotivation
Work Setting:Nature of Tasks
Nature of Work GroupOrganizational Structu re
National Context
National Context
NATIONAL CONTEXT AND NATIONAL CONTEXT AND LEADER BEHAVIORSLEADER BEHAVIORS
•Regardless of cultural background, leaders use both person and task-centered behaviors
•Different behaviors communicate leadership style
•Different tactics preferred
LEADERSHIP TRAITS AND LEADERSHIP TRAITS AND BEHAVIORS IN THE BEHAVIORS IN THE
NATIONAL CONTEXTNATIONAL CONTEXT
•Selected findings from the GLOBE study•Global Leadership and Organizational Behavior Effectiveness
•see Exhibits 14.6 to 14.8
Large Range of Cultural Diff erences
Small Range of Cultural Diff erences
Cunning Subdued Provocateur Sensitive Evasive Ambitious Group conflict avoider Status conscious Risk taker I ndependent Cautious
Self- sacrificing Compassionate I ntuitive Enthusiastic Worldly Logical Able to anticipate Unique Sincere Orderly I ndirect
Positively Regarded Traits and Behaviors
Negatively Regarded Traits and Behaviors
Trustworthy J ust Honest Plans ahead Encouraging Positive Dynamic Motivator Confidence builder
Dependable I ntelligent Decisive Eff ective bargainer Win- win problem solver Skilled administrator Communicator I nformed Team Builder
Loner Asocial Not cooperative Non- explicit Egocentric Ruthless Dictatorial
Contributes to outstanding leadership
EXHIBIT 14.8EXHIBIT 14.8Culturally-Contingent Beliefs Culturally-Contingent Beliefs
Regarding Effective Leadership Regarding Effective Leadership StylesStyles
I ndonesia
Mexico
Egypt
France
USA
Brazil
1 2 3 4 5 6 7
Participative
France
Denmark
Sweden
Indonesia
Egypt
Taiwan
1 2 3 4 5 6 7
Self- ProtectiveContributes to outstanding leadership
Exhibit 14.8 continuedExhibit 14.8 continued
France
Morocco
Denmark
I ndonesia
Nigeria
Philippines
1 2 3 4 5 6 7
Humane
Exhibit 14.8 continuedExhibit 14.8 continued
Contributes to outstanding leadership
Qatar
France
South
Korea
Colombia
Greece
Brazil
Morocco
1 2 3 4 5 6 7
Team Oriented
Exhibit 14.8 continuedExhibit 14.8 continued
Contributes to outstanding leadership
Qatar
Morocco
France
I srael
Philippines
1 3 5 7
Charismatic
Exhibit 14.8 continuedExhibit 14.8 continued
Contributes to outstanding leadership
EXHIBIT 14.9 PREFERRED EXHIBIT 14.9 PREFERRED LEADER INFLUENCE TACTICSLEADER INFLUENCE TACTICS
0 5 10 15 20 25
Bargaining
Reasoning
Sanctions
Higher Authority
Friendliness
Assertiveness
Coalitions
J apanese
Taiwanese
Austrialian
British
NATIONAL CONTEXT AND NATIONAL CONTEXT AND SUBORDINATE SUBORDINATE
EXPECTATIONSEXPECTATIONS•Differences in legitimate
prerogatives of leadership•High power distance -
autocratic leadership•Low power-distance -
leader be more like them
•Strong masculinity norms - more authoritarian leadership
•Strong uncertainty avoidance norms - subordinates expect the leader to provide more direction
National context and National context and subordinate expectations, subordinate expectations,
continuedcontinued
EXHIBIT 14.11 PREFERENCES EXHIBIT 14.11 PREFERENCES FOR THE “SPECIFICS” LEADERFOR THE “SPECIFICS” LEADER
0 20 40 60 80 100
CONTEMPORARY CONTEMPORARY LEADERSHIP LEADERSHIP
PERSPECTIVES: PERSPECTIVES: MULTINATIONAL MULTINATIONAL
IMPLICATIONSIMPLICATIONS
TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP
• Articulates a vision• Breaks from the status quo• Provide goals and a plan• Gives meanings/purpose to goals• Take risks/motivated to lead• Builds a power base• Demonstrates high ethical/moral
standards
ATTRIBUTIONS AND ATTRIBUTIONS AND LEADERSHIPLEADERSHIP
•Leaders make attributions regarding subordinates
• Internal attribution - leader tends to correct or reward
•External attribution, leader modifies the work environment
THE CULTURAL THE CULTURAL CONTEXT AND CONTEXT AND
SUGGESTED SUGGESTED LEADERSHIP STYLESLEADERSHIP STYLES
EXHIBIT 14.12 LEADERSHIP AND EXHIBIT 14.12 LEADERSHIP AND JOB PERFORMANCE OF U.S. JOB PERFORMANCE OF U.S.
MANAGERS IN THE U.S. AND H. K.MANAGERS IN THE U.S. AND H. K.
0 0.2 0.4 0.6
Relationship
with
Performance
I nitiating
Structure
Consideration
Active
LeadershipU.S.Managers inHong Kong
U.S.Managers inthe U.S.
Cultural Context: Low PowerDistance and Low UncertaintyAvoidance
Leader Type: "The Democrat"
Recommended LeadershipStyles: Supportive,Participative, & Achievement
Example Country: Great Britain
Cultural context: High PowerDistance and Low UncertaintyAvoidance
Leader Type: "The Master"
Recommended LeadershipStyles: Directive & Supportive
Example Country: China
Cultural Context: Low PowerDistance and High UncertaintyAvoidance
Leader Type: " TheProfessional"
Recommended LeadershipStyles: Directive, Supportive,and Participative
Example Country: Germany
Cultural Context: High PowerDistance and High UncertaintyAvoidance
Leader Type: "The Boss"
Recommended LeadershipStyle: Directive
Example Country: Fran ce