Chapter 13 Leadership Across Cultures Foundation for Leadership

Chapter 13 Leadership Across Cultures

Foundation for Leadership- Influencing people to direct their efforts toward the achievement of some particular goal (s) n http: //www. youtube. com/watch? v=Z 7 O 8 s 6 Ng Ack n What's the difference between a leader and a manager? n http: //www. youtube. com/watch? v=of. HFgh. Vh KQw n

Perceived Differences: Leaders vs. Managers n n n Table 13 -1 p. 457 Managers don’t perform the unique functions of leaders, consist of sheer responsibility, follow company objectives/rules to maintain stability as they react to inevitable change, and striving to always do things right Leaders guide/motivate team members, extremely visible, get the right people in the right positions, motivate them, money , matters become a secondary objective, proactive behavior, and to drive to ultimately do the right thing

Theories X, Y, and Z n n X Manager= one is lazy, coercion/threats of punishment must be used to get them to work Y Manager= under right conditions one works hard and seek increased responsibility/challenge Z Manager= believes workers seek opportunities to participate in management & are motivated by teamwork & responsibility sharing http: //www. youtube. com/watch? v=o. Or. Azvw. Hol. M

Leadership Behaviors & Styles Authoritarian- The use of work-centered behavior designed to ensure task accomplishment n Paternalistic- The use of work-centered behavior coupled with a protective employeecentered concern n Participative- The use of both work-or-taskcentered & people centered approaches to leading subordinates n

Leadership in the International Context European Managers use a highly participative leadership approach n French & Germans use a authoritarian approach n What is relevant with the study by Haire et al? n The leadership-related of the study determined mgrs were traditional (Theory X) or democratic-participative (Theory Y) n

4 Areas to Leadership per Haire et al. (Theory Y & X) 1) 2) 3) 4) Capacity for leadership & initiative Sharing information & objectives Participation Internal Control

Table 13 -3 p. 466 shows the Clusters of Countries in their study Anglo leaders tend to have MORE faith in the capacity of their people for leadership/initiative, they share info, objectives are important, more autocratic responses, and external rewards n http: //www. youtube. com/watch? v=3 Z 6 EKRD Mhl. A n

Leadership Approaches n n n Japanese Greater belief for subordinates for leadership/initiative, express attitudes toward the use of participation, share info/objectives, allow to actively participate in decisions n n n http: //www. youtube. com/watch? v =xt. MO 9 A-6 Fe 8 n China Individualism (Newer Generation)- Selfsufficiency/personal accomplishments Collectivism (Current Generation) - Willingness to subordinate personal goals to those of the work group w/an emphasis on sharing /group harmony Confucianism (Older)- Assigned to societal harmony, virtuous behavior, personal. /interpersonal harmony

Leadership in… n n Middle East Have higher attitude scores for capacity for leadership/initiative, highly educated, and participative leadership n n India More productive when managers took a high people/high task approach (participative), focus on the individual, bound by old traditions http: //www. youtube. com/wa tch? v=28 Fu. Kwcn 35 M http: //www. youtube. com/wa tch? v=te 7 Jkd. UZh. IY

Leadership in Latin America Mexico- Authoritarian and Participative, mgrs who welcome input from subordinates viewed as weak/incompetent, moving to modern style leader n Chile, Argentina, Bolivia- Authoritarian n

Facts…in North Korea n http: //shine. yahoo. com/fashion-beauty/northkorea-s-hottest-hairstyles-are-not-reallyoptional-210017315. html

Men too…

3 Leadership Types n n http: //www. youtube. com/watch? v=60 O 2 OH 7 m. Hys Transformational- Visionary agents with a sense of mission & who are capable of motivating their followers to accept new goals & new ways of doing things Transactional- One who exchanges rewards for effort & performance & work on a “something for something” basis Charismatic- One who inspires/motivates EE’s through their traits/abilities

Most effective leader is… Transformational with characterized with the 4 I’s n Idealized Influence n Inspirational Motivation n Intellectual Stimulation n Individualism Consideration n

Qualities for Successful Leaders Table 13 -6 p. 476 n Advertisements in newspapers for leadership qualities n n http: //www. youtube. com/watch? v=q. PNIZo. Nk Sk. Y

Culture Clusters & Leader Effectiveness Table 13 -7 p. 477 n Rankings of Leadership Attributes n Affective Cultures- leaders tend to exhibit their emotions n Neutral Cultures- leaders do not tend to show their emotions n

Table 13 -8 p. 479 Affective vs. Neutral Cultures when… n Managing or Being Managed n Doing Business with Individuals n n Recognize the way in which people behave in either culture

Types of Other Leaderships Authenticn They posses positive psychological aspects as confidence/optimism, positive morals to guide them, lead by example and performs above expected standards n It’s becoming MORE important in the global marketed world, due to it creates a better understanding n

Types of Other Leaderships Ethicaln Provides the philosophical basis for responsible business practices n Responsiblen Values based leadership, ethical decisionmaking, quality stakeholder relationships n Servantn Achieving results by giving priority attention to the needs of their colleagues & those they serve n