Leadership, Motivation, and Group Behavior
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Transcript of Leadership, Motivation, and Group Behavior
Leadership, Motivation, and Group Behavior
Group 2
Leadership- Effective if they occupy positions
of power
Framing leadership: Is the essence of leadership being stuck on the horns of a dilemma?
Systems of communication between
individuals and groups Motivation Common purpose ‘The Functions of the Executive’
1968
Chester Barnard
Interview-based research project
1. Revenue growth versus cost containment 2. A short-term versus a long-term focus on plans and results 3. Creativity versus organizational discipline 4. The needs of the people, including adequate time away from work,
versus the demands of productivity. 5. specific capabilities of subordinates versus their leadership potential 6. Independence versus dependence of organizational members and
departments 7. Bureaucracy busting versus creating economies of scale 8. Trust versus the demand for change 9. Broad-based projects versus only high-visibility projects
Thomas Stewart
Facilitators Universal impediments Culturally contingent endorsement of specifics
that work in some cultures but not in others
Cultural View of Leadership Effectiveness
Western style
One leader, one vision, one strategy Followers implement
Ex: Jack Welch, CEO of GE Company valuation increase 400x during tenure
Market-pricing model
Who is more effective, the instrumental-visionary-transformational leader or headman?
Two way psychological relationship between
leader/follower Beyond work, to cultural and community Leaders have big rewards, but big
responsibilities Japanese companies
1000 suicides annually by executives Move from authority ranking to market-pricing
model
Headman Leadership
GM
Instrumental-visionary-transformational Toyota
Headman Nissan
Mix
Examples
Participation will increase the probability of
acceptance of leaders program Low power distance=commitment to
organization and participation High power distance=subordinates expect
their jobs be dictated to them Leader should consider degree of power
distance in a culture before minimizing/maximizing participation
When should a leader allow subordinates to participate in decision making?
Leadership predictors vs. surface features
Collectivist• Public humiliation viewed positively• Exception: macho-collectivist cultures
Individualist• Public humiliation viewed as ineffective • Hewlett Packard
Cultural universals vs. cultural specifics
Brazil• Mix of collectivist and individualist
Can leaders who publicly humiliate subordinates be effective?
Collectivist, Authority-Ranking Cultures:
Additive tendency to avoid rating and ranking
managers and employees
Individualistic, Market-Pricing Cultures: Multiplicative
expect more from managers and workers in terms of putting forth maximum effort
Is the relationship between motivation and ability additive or multiplicative in the prediction
of individual success and performance?
The Expectancy Theory
http://youtu.be/KFplP0ZNzjQ
Can an individually based need hierarchy exist in
a collectivist culture?
Attribution theory: “explores the manner in
which people integrate the various perceptions and stimuli they experience, after which they make generalizations or attributions about personal responsibilities, happenings, and environmental phenomena.”
Do effective executives attribute success to themselves or to others?
Fundamental attribution error Oneself Others, including subordinates, superiors, and
peers Environment or situation?
Paradox
Successful Executives
Individualistic, market pricing culture
Self-serving bias Tendency to attribute
success to ones own effort
De-emphasize the efforts of others and environment
Relationship between ability and motivation, and effort is multiplicities
Ex. America
Collectivistic, authority-ranking culture
Attribute success largely to work of others
Peers, mentors, subordinates
Ex. Brazil
Failed Executives
Individualistic, market-pricing culture
Self-serving tendency Blame the
environment or situation
Blame others Failure had nothing to
do with me attitude
Collectivistic, authority-ranking culture
Accept the responsibility and blame
Argue that neither others or the environment is a caustic factor
Even when they very well could of been
Study between America and Korea found self-serving
bias only in America Ex. Daewoo motor company facing bankruptcy
Founder fled the country with most of company funds, mainly responsible, in Korean jail now
Chairman laid off 7,000 workers, took responsibility Asked each politician to buy a Daewoo Wrote personal letters to his counterparts at 26,000
companies, begging them to hire at least 1 of his laid of employees
Seen bowing to a laid off employee apologizing profusely
Example
The free rider effect is where there is no way to
assign individual responsibility because one or more members will not do equal work so other member will pick up the slack
This free rider effect is greater in as the groups get larger.
Do all groups contain free riders, or are all members equally responsible contributors?
When culture is introduced-individualistic,
market-pricing cultures reverses the free rider effect.
Collectivistic, authority-ranking cultures, work harder in groups than they do alone
Individualistic vs. Collectivist
Individualist vs. collectivist Collectivist- emphasize group oriented items:
being a member of a family, church, or social group
Individualist-stress person centered items: personally responsible, achievement oriented
Individualist will adapt to collectivist norms while collectivist will accept
Western culture assumes a norm of consistency rather than being shaped by the organization
In General and small groups, do the personalities of individuals primarily reflect the influence of
culture?
Examples
America Brazil
Individual Personality Individualisti
c Collectivistic
Group Personality
Individualism
Less Cooperative
Less Cooperative
Follows Individualistic
Norms
CollectivismMore
CooperativeStrives Harder
to Fit-In
Works HardGreat
Cooperation
Single-culture groups-emphasis is on
similarities of group members, norms are established quickly
Multicultural groups-3 phase process to enhance efficiency of group
1. Learning how to learn together2. Discovering group members unique cultural
contributions3. Exploring group polarities
Should multicultural small groups be managed differently from single-culture groups?
Think of a country you would like to work in, do business in or visit.
Is the culture individualistic or collectivist? Is the power distance high or low? Is uncertainty avoidance high or low? Is the country masculine or feminine in its orientation? Is the time orientation short-term or long-term?
ORGB2 2010-1011 Edition Nelson/Quick: Cengage Learning
What about you?
Is the culture individualistic or collectivist? Collectivist Is the power distance high or low? 69-high Is uncertainty avoidance high or low? 76-high Is the country masculine or feminine in its orientation? middle Is the time orientation short-term or long-term? 65-long-term
Brazil Results: