M12
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Transcript of M12
LEADERSHIP ACROSS CULTURE
DongWoo, Carlos, Warren
Leadership Across Cultures Foundation for Leadership
Leadership in the International Context
Recent Findings and Insights About
Leadership
Case: An Offer from Down Under
Foundation for Leadership What is leadership???
Foundation for Leadership Leadership: The process of influencing
people to direct their efforts toward the achievement of some particular goal or goals.
Foundation for Leadership: The Manager-Leader Paradigm
Foundation for Leadership: The Manager-Leader Paradigm
Foundation for Leadership: The Manager-Leader Paradigm
What cultures would be the most likely to perceive differences between managerial and leadership duties? What cultures would view them as the same? Use evidence to support your answer.
Foundation for Leadership: Philosophical Background
Theory X managerBelieves that people are basically lazy and
that coercion and threats of punishment often are necessary to get them to work.
Foundation for Leadership: Philosophical Background
Theory Y managerBelieves that under the right conditions
people not only will work hard but will seek increased responsibility and challenge.
Foundation for Leadership: Philosophical Background
Theory Z managerBelieves that workers seek opportunities to
participate in management and are motivated by teamwork and responsibility sharing.
Foundation for Leadership: Leadership Behaviors and Styles
Foundation for Leadership: The Managerial Grid Performance
Four areas relevant to leadership1. Capacity for Leadership and Initiative
- Theory X or Y
2. Sharing Information and Objectives- Leader-Subordinate Interactions (Figure 13-1)
3. Participation
4. Internal or External Control(External: Reward, Punishment)
Discussion Is there any relationship between
company size and European managers’ attitude toward participative leadership style?
There was more support among manager in small firms than in large ones regarding the belief that individuals have a capacity for leadership and initiative
However, respondent from larger firms were more supportive of sharing information and objectives, participation, and use of internal control.
Japanese vs. U.S. Leadership Style
Philosophical Dimension
Japanese USA
Employment Layoff are rare Layoff are common
Promotion Very slow Very fast
Career paths Very general Very specialized
Decision making Group Individual
Control mechanism Very implicit Very explicit
Responsibility Shared collectively Assigned to individuals
Concern for employees
Whole life Work life
Another Difference Variety Amplification
Japanese executives are taught and tend to use variety amplification – the creation of uncertainty and the analysis of many alternatives regarding future action
Variety Reduction
U.S. executives are taught and tend to use variety reduction – the limiting of uncertainty and the focusing of action on a limited number of alternatives
Differences in Middle Eastern and Western Management
Adapted from Table 13–5: Differences in Middle Eastern and Western Management
Differences in Middle Eastern and Western Management
Adapted from Table 13–5: Differences in Middle Eastern and Western Management
Middle Eastern vs. Western Europe Management
Management Dimensions
Middle Eastern Western
Leadership Highly authoritarian Less emphasis on leader’s personality
Organizational structure
Highly bureaucratic Less bureaucratic
Decision making At the highest level of management
Modern tools of decision making
Performance evaluation and control
Informal control. Lack of evaluation systems.
Advanced control system
Personnel policies Heavy reliance on personal contacts
Sound personnel management policies
Communication Friendship intense and binding
Friendship not intense and binding
Discussion
Different leadership from different culture.
Korea / China
USA Europe
Leadership approach in developing countries
Older Current New
Individualism Low Low High
Collectivism High High Low
Confucianism High High Low
• Social Reform Era
1. Openness and Freedom2. Western Societal influences
China
Leadership approach in developing countries
India - similar to Anglo-Americans toward capacity for leadership and initiative, participation, and internal control(Great Britain)- but different in sharing information and objectives
Peru - much closer to leadership in the United States than previously assumed
*Developing countries may be moving toward a more participative leadership style
An Optimal Profile of Universal Leadership Behaviors
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Adapted from Figure 13–5: An Optimal Profile of Universal Leadership Behaviors
Effective
EffectiveI’s–transformational
CR–Contingent Reward
MBE-A–Active Management-by-Exception
MBE-P–Passive Management-by-Exception
LF–Laissez-Faire
Passive Active
Frequ
ency
I’s
CR
MBE-A
MBE-P
LF
Transformational leaders Four interrelated factors:
1. Idealized Influence
2. Inspirational Motivation
3. Intellectual Stimulation
4. Individualized ConsiderationTransformational leadershiphttp://www.youtube.com/watch?v=vI8GCfbdigI
Example of transformational leadershiphttp://www.youtube.com/watch?v=hRiW_RNuxus
Exercise
Role Playing
: Manage your employees who is constantly late for meetings.
Leader Types Laissez-faire leader: This leader avoids intervening or
accepting responsibility for follower actions. MEB-P -Passive Management-by-exception: This leader
takes action or intervenes in situations only when standard are not met.
MBE-A–Active Management-by-Exception: This individual monitors follower performance and takes corrective action when deviation from standards occur.
CR–Contingent Reward. This leader clarifies what needs to be done and provides both psychic and material rewards to those who comply with his or her directives.
Transformational leaders. This leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things.
Discuss
Is effective leadership behavior universal, or does it vary from culture to culture?
Rankings of the Most Important Leadership Attributes
Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster
Rankings of the Most Important Leadership Attributes
Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster
Authentic Leadership
Four distinct characteristics of authentic leaders
1. They do not fake their actions
2. They are driven from internal forces (not external
rewards)
3. They are unique and guide based on personal
beliefs, not other’s orders
4. They act based on individual passion and values
Discuss
How are authentic leaders different from transformational leaders?
An Offer from Down Under
Gandriff Corp. is a successful retail chain in the Midwest. Wants to expand!
Australian investors offer $100 million to help set up down under.
Operations will be run by Gandriff. Gandriff thinks Europe will have better
growth. Australians offer another $100m if
Australia if first.
An Offer from Down Under
Will the leadership style used in the United States be successful in Australia, or will the Australians respond better to another?
If the retailer goes into Europe, in which country will it have the least problem using its U.S.-based leadership style? Why?
If the company goes into Europe, what changes might it have to make in accommodating its leadership approach to the local environment? Use Germany as an example.
Leadership Across Cultures
Any questions?