GLOBALGlobal LEADERSHIP Leadership GLOBAL LEADERSHIP LEADING AND MOTIVATING

GLOBALGlobal LEADERSHIP Leadership

GLOBAL LEADERSHIP: LEADING AND MOTIVATING A DIVERSE WORKFORCE WITH COMMENT ON THE USE OF MULTICULTURAL TEAMS Team members: Marci Rinkoff*, Omar Morales, Kimberly Waldon, May Roberts Practicum 1 Lyon, France

GLOBAL LEADERSHIP: LEADING AND MOTIVATING A DIVERSE WORKFORCE WITH COMMENT ON THE USE OF MULTICULTURAL TEAMS Contents 1. The Global Leadership Role Today 2. Global Leadership Competencies 3. Diverse & Multicultural Teams 4. Leading Multicultural Teams 5. Motivating Multicultural Teams 6. Global Leadership Theories 7. References

GLOBAL LEADERSHIP ROLE ● Effects significant positive change in organizations ● Building communities through the development of trust ● Arrangement of organizational structures and processes in a context involving multiple cross-boundary stakeholders ● Deals with multiple sources of external cross-boundary authority, and multiple cultures under conditions of temporal, geographical and cultural complexity. ● Ability to inspire and influence thinking, attitudes, and behavior of people worldwide.

GLOBAL LEADERSHIP CONT’D ● Deals with greater complexity in the following areas; Global Activities (Lane, 2009) Global Operations (Chemawat, 2008) Global Tasks (Caliguiri, 2006) Multiplicity: competitors, customers, government, regulation Cultural: language, customs, religion and ethnicities Work with colleagues from other countries Interdependence: host of stakeholders-socio cultural, political, economic & environmental systems Administrative/Political: laws, trading blocs, colonial ties and currencies, etc Interact with external clients from other countries Ambiguity: understanding causal relationships, interpreting & signals, identifying appropriate actions and pursuing plausible goals Geographical: physical distances, lack of land borders, time zones, and climates Interact with internal clients from other countries Flux: shifting values & emergent patterns of organization structure & behavior Economic: income levels, cost of natural resources, the nature of human resources, infrastructure and information Sometimes communicate using a second language Manage and motivate geographically dispersed and diverse employees and teams

GLOBAL LEADERSHIP COMPETENCIES Core Global Leadership Development Competencies Self-Awareness Engagement in personal transformation Inquisitiveness Having a deep understanding of his/her emotions, strengths and weaknesses, needs and drives, sources of frustration and reactions to problems. commitment to the ongoing development of personal knowledge and skills, creative dissatisfaction, and “drive” to stay up to date. strong, intrinsic desire to experience new things, avoiding limiting assumptions, and reflective learning Curiosity and concern with context states that global leaders seek knowledge and expertise beyond boundaries, and draw information from many sources in many ways. Clusters of Skills (HRD survey) Thinking globally Appreciating cultural diversity Developing technological savvy Building partnerships and alliances Sharing leadership.

GLOBAL LEADERSHIP COMPETENCIES Desired Mental Characteristics of Global Leaders Optimism Self-Regulation Social Judgment Skills Empathy Motivation to work in international environment Cognitive skills Acceptance of complexity and its contradictions CONT’D

Berlitz Global Leadership Competitive Competencies Competency Description Communication Acquiring the necessary language and incremental communications skills for particular markets and context-specific activities (delivering presentations, conducting negotiations, managing meetings, etc. ) Culture -Developing a sense of a leader’s own cultural profile, preferences and style -Building cultural agility and the ability to adapt their own cultural style to that required for a particular environment Leadership -Developing global business knowledge and acumen -Acquiring market-specific business practice, knowledge and insights to maximize the chances of success when entering a new marketplace -Acquiring and practicing Inclusive Leadership skills http: //www. berlitz. com/Corporate-Solutions/Global-Leadership-Training/What-is-Berlitz-Global-Leadership. Training/Global-Leadership-Capabilities/178/

Multicultural & Diverse Teams

Diversity in the American Workforce Today ⅔ of the American workforce engages globally at some level in their job *Bureau of Labor Statistics, U. S. Department of Labor, 2016

Diversity in the American Workforce Today - 26. 3 foreign-born working in the U. S. - 16. 7% of workforce - 28. 1% in Pacific states - 21. 2% in Mid-Atlantic - 5. 2% in East Central - 7. 15 in W. North Central - 9. 4% in E. North Central *Bureau of Labor Statistics, U. S. Department of Labor, 2016

Characteristics of Diverse Teams ● Anything that differentiates individuals from one another Gender Age Religion Race Values Cultural Beliefs Nationality Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 134 -140), Madison, OH: South. Western Mannix, E. , Neale M. (2005) What Differences Make a Difference?

Diverse Teams Paradigms of Diverse Teams Paradigm Focus Outcomes Similarity-Attraction Theory Attitudes, Values, Beliefs Interpersonal attraction and liking Sel and Social Categorization Race, Gender, Values, Beliefs Stereotyping, differentiation, creates in group/out group Information Processing Backgrounds, networks, knowledge and skills Enhanced performance Mannix, E. , Neale M. (2005) What Differences Make a Difference?

Impact of Multiculturalism on Teams Potential Pros Permits Creativity: Wider ranges of views, better ideas, less groupthink Potential Cons Mistrust: Lower interpersonal attractiveness, inaccurate stereotyping, more within-culture conversations Enhances concentration to understand Miscommunication: Slower speech in others: Ideas, perspectives, meanings, non-native speakers and translation arguments problems. Less accuracy. Increased creativity: Better problem defining, more alternatives, better solutions, better decisions Stress: More counterproductive behavior, less disagreement on content, tension More effective, more productive Less ability to come to agreement or consensus, less able to take action, less effective, less productive

Managing Multicultural & Diverse Teams

Key Questions for Global Leaders ● How do I need to flex my leadership style to be supportive of my team members? ● How much do I understand the cultures of my team members? ● How can I increase synergy in my workforce/team? ● What problems may occur in my team and how can I prepare to handle them? ● How can I better leverage our workforce to handle global issues? ✓ Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 141 -147), Madison, OH: South. Western

Leading Global Teams Leaders play different roles while working with global teams. Each type of role requires a different focus. Miller D. , Fields R. , Kumar A. , Ortiz R. (2006) Leadership and Organizational Vision In Managing a Multiethnic and Multicultural Project Team

Keys to Managing High-Performing Multicultural Teams CONT’D • See employees with their own personal history, triumphs and tragedies • Spend time with each member to understand them • Look for common areas for group identification and cultural affiliation • Hold informal session to discuss cultural differences, expectations • Utilizing the common bond of knowledge • Promote communication • Use the power of humor • Eschew stereotypes • Avoid favoritism Miller D. , Fields R. , Kumar A. , Ortiz R. (2006) Leadership and Organizational Vision In Managing a Multiethnic and Multicultural Project Team

Keys to Managing High-Performing Multicultural Teams • Recognize differences (vs. ignoring) • Members chosen for specific task abilities • Shared vision • Equal power • Mutual respect • Positive external feedback ✓ Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 141 -147), Madison, OH: South-Western

Motivating Diverse Workforce

Motivation in Culture Bound • Most motivation theories were developed in the US by and for Americans. As a result, they don’t reflect universal explanations for motivation, but highlight US values. • Examples: 1. Maslow’s Hierarchy of Needs (“Hofstede and Trompenaars show that it does not always hold outside of the US. ” (Adler, 2008, pp. 185)) 2. Mc. Clelland’s Three Motives: achievement, power & affiliation (“Although helpful in explaining human behavior, the needs to achievement, power, and affiliation have not been shown to be universal. ” (Adler, 2008, pp. 187)) 3. Herzberg’s Two-Factor Motivation Theory (“Similar to other motivation theories, the universality of Herzberg’s two-factor theory cannot be assumed. In every culture, certain factors act as motivators and others act as demotivators. ” (Adler, 2008, pp. 188) 4. Expectancy Theories (Although expectancy theories have clearly advanced our understanding of motivation, they equally clearly vary cross-culturally. ” ((Adler, 2008, pp. 189)) Calculative views of motivation has questionable applicability in many regions outside the US and therefore indicates “a fundamental omission in our motivation theories”. ✓ Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 184 -191), Madison, OH: South-Western

Cultural Intelligence, in lieu of Universal Motivation Theories • The three aspects of cultural intelligence (CQ) - cognitive, motivational, and behavioral - help to explain motivation. 1. Cognitive: thinking, learning and strategizing (CQ Drive and CQ Strategy) 2. Motivational: effectiveness, confidence, persistence, value congruence, and affinity or attraction toward a new culture (CQ Knowledge) 3. Behavioral: range of possible actions and responses that can be used in intercultural encounters, and ability to acquire new behaviors when needed (CQ Action) Culturally intelligent managers suspend judgement and understand nuances of diverse situation, while striving to contain their instinctive ethnocentrism. ✓ Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 192), Madison, OH: South-Western

Cultural Values that Influence Motivation Additional information in the appendix: 1. Cultural clusters by similar cultural values 2. Map of cultural clusters by values Cultural Intelligence Competencies and Values. (2008 -2016). Retreived from www. culturaliq. com

Motivate by Understanding Cultural Values and by understanding… • What inspires your employee to give their best? • What can your organization do to increase and sustain productivity and job satisfaction? • What energizes members of an organization to produce highquality work? • What directs and channels an employee’s behavior to accomplish organizational goals? Cultural Intelligence helps us understand how our perceptions can aid or hinder crosscultural understanding when faced with new situations. ✓ Adler, N. (2008) International Dimensions of Organizational Behavior, (pp. 183), Madison, OH: South-Western

Global Leadership Theories

Leadership in the US and Abroad ● Leaders are individuals who significantly affect the thoughts and behaviors of others, not through coercion, but rather through persuasion. (Howard Gardner, ) ● The term leader evokes a positive image for Americans it is not always the case abroad. ● Leadership is culturally contingent- Leaders from different cultures vary in the assumption they make about what motivates most people. Similarities around leadership align more culturally than along industry lines.

Global Leadership Theories ● Douglas Mc. Gregor’s classic leadership theory. Two different sets of assumptions about the nature of human beings and what want from their work environment. ○ Some leaders believe they must direct, control and coerce people in order to motivate them to work. This stems from theory that basic need for safety security and certainty motivates people. ○ Other leaders believe they must provide people with autonomy, freedom and responsibility in order to motivate them to work. This stems from the belief in a higher order of needs for achievement and self actualization.

Global Leadership Theories House's Path-Goal Theory- According to it, if you want your people to achieve their goals, you need to help, support, and motivate them. You can do this in three ways: These Theories are Based on Situational Factors. 1. Helping them identify and achieve their goals. 2. Clearing away obstacles, thereby improving performance. 3. Offering appropriate rewards along the way. Yukl's Multiple Linkage Model Work unit performance depends on six variables: member effort, member ability, organization of the work, teamwork and cooperation, availability of essential resources, and external coordination with other parts of the organization Leaders can influence the variables in a number of ways, although the effects of leader behavior depend in part of the situation To do this, you can use four different types of leadership: Leader-Environment-Follower-Interaction Theory (Wofford, 1982) Supportive leadership – Here, the focus is on relationships. Showing sensitivity to individual team members' needs Directive leadership – Direct communication of goals and expectations, and assignment of clear tasks. Participative leadership – With participative leadership, you focus on mutual participation. You consult with your group, and you consider their ideas and expertise before making a decision. This approach works best when your team members are experienced, when the task is complex and challenging, and when your team members want to give you their input. Similar to Multiple Linkage Model. Subordinate performance is dependent on four intervening variables: ability to do the work, task motivation, clear and appropriate perceptions, and the presence or absence of environmental constraints. A leader can influence subordinate performance by influencing the intervening variables (diagnose and implement). Situational variables have a direct influence on the intervening variables.

Global Leadership Theories ● Douglas Mc. Gregor’s classic leadership theory. Two different sets of assumptions about the nature of human beings and what want from their work environment. ○ Some leaders believe they must direct, control and coerce people in order to motivate them to work. This stems from theory that basic need for safety security and certainty motivates people. ○ Other leaders believe they must provide people with autonomy, freedom and responsibility in order to motivate them to work. This stems from the belief in a higher order of needs for achievement and self actualization.

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