Prentice Hall 2003 Chapter 11 1

Motivating and Leading

Chapter 11

Prentice Hall 2003 Chapter 11 2

Chapter 11 - Overview

Motivating Cross-cultural research on motivation The meaning of work The need hierarchy in the international context The intrinsic-extrinsic dichotomy in the international context Reward systems Leading The global leader’s role and environment The e-business effect on leadership Technology

Prentice Hall 2003 Chapter 11 3

Cross-Cultural Research on Motivation

Motivation is very much a function of the context of a person’s work and personal life. That context is greatly influenced by cultural variables, which affect the attitudes and behaviors of individuals (and groups) on the job.

Prentice Hall 2003 Chapter 11 4

Cross-Cultural Research on Motivation(contd.)

Some generalized assumptions about motivation based on Hofstede’s research:

High uncertainty avoidance suggests the need for job security, whereas people with low uncertainty avoidance would probably be motivated by more risky opportunities for variety and fast-track advancement.

High power distance suggests motivators in the relationship between subordinates and their boss, whereas low power distance implies that people would be more motivated by teamwork and relations with their peers.

Prentice Hall 2003 Chapter 11 5

Cross-Cultural Research on Motivation(contd.)

High individualism suggests people would be motivated by opportunities for individual advancement and autonomy; collectivism (low individualism) suggests that motivation will more likely work through appeals to group goals and support.

High masculinity suggests that most people would be more comfortable with the traditional division of work and roles; in a more feminine culture, the boundaries could be looser, motivating people through more flexible roles and work networks.

Prentice Hall 2003 Chapter 11 6

Work Centrality

Work centrality is defined as “the degree of general importance that working has in the life of an individual at any given point in time.”

The higher the mean work centrality score, the more motivated and committed the workers would be.

Prentice Hall 2003 Chapter 11 7

The Meaning of Work (MOW) Research

Functions satisfied by work Work provides a needed income Is interesting and satisfying Provides contacts with others Facilitates a way to serve society Keeps one occupied Gives status and prestige

The MOW team looked at the score for each function for various countries

Prentice Hall 2003 Chapter 11 8

The Relative Meaning of Work in Eight Countries(Exhibit 11-1)8.0

7.75

7.5

7.25

7.0

6.75

6.5

6.25

6.0

Japan (7)

(former) Yugoslavia (5)

Israel (4)USA (30

Belgium (1)

Netherlands (1)Germany (1)

Britain (0)

7.78

7.30

7.106.94

6.816.69

6.67

6.36

N = 3144

N = 521

N = 893N = 996N = 446

N = 976N = 1276

N = 409

Numbers in parentheses indicate the numberof countries significantly lower (p<0.05) inwork centrality than the country designated

Work ismoreimportantand morecentral inlife

Mean workcentrality score

Prentice Hall 2003 Chapter 11 9

Motivation Theories in the International Context

How applicable are motivation theories proposed by Maslow and Herzberg in the international context?

Haire, Ghiselli and Porter’s survey concluded that Maslow’s needs, in particular the upper-level ones, are important at the managerial level, although the managers reported that the degree to which their needs were fulfilled did not live up to their expectations.

Ronen concluded that need clusters are constant across nationalities and that Maslow’s need hierarchy is confirmed by these clusters. Also, Herzberg’s categories are confirmed by the cross-national need clusters..

Prentice Hall 2003 Chapter 11 10

The Need Hierarchy in the International Context

Ronen’s need clusters Job goals, such as working area, work time,

physical working conditions, fringe benefits, and job security;

relationships with co-workers and supervisors; and

work challenges and opportunities for using skills.

Prentice Hall 2003 Chapter 11 11

The Role of Culture in Job Motivation(Exhibit 11-6)

Culture

Values/Attitudes/Norms

MOW(MeaningOf Work)

Needs MotivationIndividual/GroupBehavior

Appropriate Motivators(Intrinsic-extrinsic)

Prentice Hall 2003 Chapter 11 12

Roles Played by Managers on International Assignments

A representative of the parent firm The manager of the local firm A resident of the local community A citizen of either the host country or of another

country A member of a profession A member of a family

Prentice Hall 2003 Chapter 11 13

Variables in the Leader’s Role

The content of leadership comprises the attributes of the leader and the decisions to be made

The context of leadership comprises all those variables related to the particular situation.

Prentice Hall 2003 Chapter 11 14

Factors Affecting Leadership Abroad(Exhibit 11-7)

CONTENT

Attributes of the Person Job position knowledge,

experience, expectations Longevity in company,

country, functional area Intelligence and cultural

learning or change ability Personality as demonstrated in

values, beliefs, attitudes toward foreign situations

Multiple memberships in work and professional groups

Characteristics of Decision Situation

Degree of complexity, uncertainty, and risk

In-country information needs and availability

Articulation of assumptions and expectations

Scope and potential impact on performance

Nature of business partners

Prentice Hall 2003 Chapter 11 15

Factors Affecting Leadership Abroad(contd.)

Decision and personal work style

Authority and autonomy required

Required level of participation and acceptance by employees, partners, and government

Linkage to other decisions Past management legacy Openness to public scrutiny

and responsibility

Prentice Hall 2003 Chapter 11 16

Factors Affecting Leadership Abroad(contd.)

CONTEXT

Attributes of the Job or Position

Longevity and past success of former role occupants in the position

Technical requirements of the job

Relative authority or power Physical location (e.g., home

office, field office) Need for coordination,

cooperation, and integration with other units

Characteristics of the Firm and Business Environment

Firm structure: size, location, technology, tasks, reporting, and communication patterns

Firm process: decision making, staffing, control system, reward system, information system, means of coordination, integration, and conflict resolution

Prentice Hall 2003 Chapter 11 17

Factors Affecting Leadership Abroad(contd.)

Resource availability Foreign peer group relations

Firm outputs: products, services, public image, corporate culture, local history, and community relations

Business environment: social-cultural, political-economic, and technological aspects of a country or market

Prentice Hall 2003 Chapter 11 18

Culturally-Contingent Beliefs Regarding Effective Leadership Styles

(Selected data)(Exhibit 11-8)

Country N Charisma Team Self- Part. Humane Auton. Protective

Austria 169 6.03 5.74 3.07 6.00 4.93 4.47Brazil 264 6.01 6.17 3.50 6.06 4.84 2.27China 160 5.57 5.57 3.80 5.05 5.18 4.07Denmark 327 6.01 5.70 2.82 5.80 4.23 3.79England 168 6.01 5.71 3.04 5.57 4.90 3.92India 231 5.85 5.72 3.78 4.99 5.26 3.85Israel 543 6.23 5.91 3.64 4.96 4.68 4.26Japan 197 5.49 5.56 3.61 5.08 4.68 3.67Mexico 327 5.66 5.75 3.86 4.64 4.71 3.86Russia 301 5.66 5.63 3.69 4.67 4.08 4.63USA 399 6.12 5.80 3.16 5.93 5.21 3.75

Scale 1 to 7 in order of how important those behaviors are considered for effective leadership (7 = highest)

Prentice Hall 2003 Chapter 11 19

Culturally-Contingent Beliefs Regarding Effective Leadership Styles

Sample comments made by managers from various countries:

Americans appreciate two kinds of leaders. They seek empowerment from leaders who grant autonomy and delegate authority to subordinates. They also respect the bold, forceful, confident, and risk-taking leader, as personified by John Wayne.

The Dutch place emphasis on egalitarianism and are skeptical about the value of leadership. Terms like leader and manager carry a stigma. If a father is employed as a manager, Dutch children will not admit it to their schoolmates.

Arabs worship their leaders – as long as they are in power!

Prentice Hall 2003 Chapter 11 20

Culturally-Contingent Beliefs Regarding Effective Leadership Styles

(contd.)

Iranians seek power and strength in their leaders. Malaysians expect their leaders to behave in a manner that is humble,

modest, and dignified. The French expect their leaders to be “cultivated” – highly educated

in the arts and in mathematics.

R. House, et al.

Prentice Hall 2003 Chapter 11 21

The Culture Contingency in the Leadership Process: An Integrative Model

(Exhibit 11-12)

Context Content Leader-FollowerSituation

External OriginPoliticalEconomicTechnologicalCultural

Level of Divergence/Convergence ofCulture/Management

LeaderCultural sensitivityValues, motivesAbility, experiencesSource of powerPersonality, style

SubordinatesValues, normsAbility, experiencesNeeds, motivesLocus of control

Leader Behavior VariablesAutocratic or participativeTask or people orientedReward systemTransformational

Interaction

Influence

Prentice Hall 2003 Chapter 11 22

The Culture Contingency in the Leadership Process: An Integrative Model

(contd.)

Internal OriginOrganization factorsTask factorsResource availabilitySystemsProcesses

Work GroupsValues, normsWork goalsAuthority systemGroup processes

EmployeeBehaviorVariablesExpectancy achievementValue of rewardsResponsiveness to Leader behaviorsGroup response

Effort ProductivityPerformance QualityAbility to Achievement ofAchieve goals individual and group goalsSatisfaction Positive climateTurnover SatisfactionAbsenteeismQuality

Feedback

Rewards

Motivation

MotivationEffects

Outcomes