faisal no 3

8/9/2019 faisal no 3

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The Western Leadership Style

Group NO 1

Presented To Sir Nadir


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1. DESCRIBE the basic philosophic foundation and styles of

western leadership

2. EXAMINE the attitudes of European/ western leaders

toward leadership practices recent, research and findings

regarding leadership in west


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Foundation for Leadership

Philosophical Background:Theories X, Y, and Z

A manager who believes

that people are basicallylazy and that coercion andthreats of punishment oftenare necessary to get themto work.

Theory X Manager

Theory X Manager


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that under the rightconditions people not onlywill work hard but will seekincreased responsibility andchallenge.

Theory Y Manager

Theory Y Manager

Theory X Manager

Theory X Manager


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that workers seekopportunities to participatein management and aremotivated by teamwork andresponsibility sharing.

Theory Z ManagerTheory Z Manager

Theory Y ManagerTheory Y Manager

Theory X ManagerTheory X Manager


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Leadership Behaviorsand Styles

Participative

Leadership

Participative

Leadership

Authoritarian

Leadership

Authoritarian

Leadership

Paternalistic

Leadership

Paternalistic

Leadership

The use of work-centered

behavior designed to ensuretask accomplishment.

The use of work-centeredbehavior coupled with a

protective employee centeredconcern.The use of both work- or task-centered and people centeredapproaches to leading

subordinates


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LeaderSubordinate InteractionsLeaderSubordinate Interactions

Paternalistic Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between

leader and subordinates.

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LeaderSubordinate InteractionsLeaderSubordinate Interactions

n

ParticipativeLeader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between

leader and subordinates.

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Leadership in western countries

How do leaders in western countries attempt todirect or influence their subordinates?

Research shows that there are both similarities and

differences most international research on leadership

has focused on Europe, East Asia, the Middle East,

and developing countries such as India, Peru, Chile,

and Argentina.

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Leadership in western country

Attitudes of EuropeanManagers Toward

Leadership Practices

Capacity for Leadershipand Initiative

Capacity for Leadership

and Initiative

European managers tend to use aparticipative approach. Researchers

investigated four areas relevant to

leadership.

Does the leader believe that employees

prefer to be directed and have littleambition? (Theory X)

OR

Does the leader believe that characteristics

such as initiative can be acquired by mostpeople regardless of their inborn traits and

abilities? (Theory Y)

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Leadership in the International Context





and Initiative

Sharing Information

and Objectives

Sharing Information

and Objectives

Does the leader believe that detailed,

complete instructions should be given tosubordinates and that subordinates need only

this information to do their jobs?

OR

Does the leader believe that generaldirections are sufficient and that

subordinates can use their initiative in

working out the details?

Most evidence indicates Europeanmanagers tend to use a participative

approach. Researchers investigated

four areas relevant to leadership.

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and Initiative

Sharing Information

and Objectives

Sharing Information

and Objectives

ParticipationParticipation

Does the leader support participative

leadership practices?




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and Initiative

Sharing Information

and Objectives

Sharing Information

and Objectives

ParticipationParticipation

Internal ControlInternal Control

Does the leader believe that the most

effective way to control employees isthrough rewards and punishment?

OR

Does the leader believe that employees

respond best to internally generated control?




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Theory _y

(Believe workers have more initiative,more autocratic, more external rewards)

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Higher-level managers tend to express more democratic

values than lower-level managers in some countries inother countries, the opposite was true

Company size tends to influence the degree ofparticipative-autocratic attitudes

Younger managers were more likely to have democraticvalues when it came to capacity for leadership andinitiative and to sharing information and objectives



The Role of Level, Size, andAge on European Managers

Attitudes Toward Leadership

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Most European managers tend to reflect more

participative and democratic attitudes but not in everycountry

Organizational level, company size, and age seem togreatly influence attitudes toward leadership

Many of the young people in this study now are middle-aged European managers in general are highly likelyto be more participative than their older counterparts ofthe 1960s and 1970s



Conclusion About European


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Productivity of western countries Groups with High-AchievementProductivity of western countries Groups with High-Achievement

Motivation under Different Leadership StylesMotivation under Different Leadership Styles

.

80

50

0

1 2 3 4 5 6 7

Pro

duc

tiv

ity

Sessions

Leadership Style

(high task, high people)

M Leadership Style

(low task, high people)

Leadership Style

(high task, low people)

Leadership Style

(low task, low people)

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Importance that the respondents in one study assigned to three areas:

Leadership in China

Measured by the importance of societal harmony,

virtuous interpersonal behavior, and personal and

interpersonal harmony

IndividualismIndividualism

CollectivismCollectivism

ConfucianismConfucianism

Measured by willingness to subordinate personal

goals to those of the work group with an

emphasis on sharing and group harmony

Measured by importance of self sufficiency andpersonal accomplishments

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Recent Findings and Insights About western

Leadership

One of the keys to successful global leadership is

knowing what style and behavior works best in a given

culture and adapting appropriately

In affective cultures, such as the United States, leaders

tend to exhibit their emotions

In neutral cultures, such as Japan and China, leaders

do not tend to show their emotions

Leader Behavior, LeaderEffectiveness, and Leading Teams

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Recent Findings and Insights About Western

Leadership

Linking leadership and corporate responsibilitythrough responsible global leadership

Values Based Leadership Ethical Decision Making Quality Stakeholder Relationships

Ethically ResponsibleGlobal Leadership

According to this view, western leadership is based on corevalues and credos that reflect principled business and leadership

practices, high levels of ethical and moral behavior, and a set of

shared ideals that advance organizational and societal well-being.

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Recent Findings and Insights About Western

Leadership

They are opportunity seekers and are comfortable withfailure, rebounding quickly to pursue anotheropportunity

They are characterized as adventurous, ambitious,

energetic, domineering, and self-confident

EntrepreneurialLeadership and Mindset

Key personal characteristics of entrepreneursand strong leaders

Entrepreneurial leaders operating internationally must possess cultural

sensitivity, international vision, and global mindset to effectively lead

their venture through challenges of doing business in other countries.

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Muhammad Faisal

Ayaz Qadir

Rabia Bibi

Thanks

Presented by

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