INTRODUCTION FLeadership influencing group members to achieve goals
INTRODUCTION FLeadership: influencing group members to achieve goals FExcellent leaders: motivate their employees to achieve more than minimal requirements FThe challenges of leadership in a multinational company
GLOBAL LEADERS FHave skills and abilities to manage people from diverse backgrounds FCosmopolitan FSkilled at intercultural communication FRapid acculturators
FKnow local cultures and social institutions FFacilitate subordinates’ intercultural performance FUse cultural synergy FPromote and use the growing world culture
THREE CLASSIC MODELS: A VOCABULARY OF LEADERSHIP FLeadership traits FLeader behavior FContingency leadership models
LEADERSHIP TRAITS FTrait models of leadership: Are leaders born or made? FThe great person theory
TRAITS OF SUCCESSFUL U. S. LEADERS FHigher intelligence/self confidence FMore initiative/assertiveness/ persistence FGreater desire for responsibility and influence FGreater awareness of the needs of others
U. S. PERSPECTIVES ON LEADERSHIP BEHAVIORS FTwo major types of leadership behaviors 1. Initiating structure: taskcentered leaders – Give directions, establish standards
2. Focus on social and emotional needs of employees: consideration or personcentered leaders
LEADER DECISION MAKING STYLES FAutocratic FBenevolent FDemocratic FConsultative or participative leadership style
WHICH STYLE OF LEADER BEHAVIOR IS BEST? FIt all depends FContemporary views: challenge the assumption that one style of leadership behavior fits all situations
JAPANESE LEADERSHIP Performance-Maintenance (PM) Theory FPerformance function (P) – Similar to task-centered FThe maintenance function (M) – Similar to person-centered FPM leader focuses on influencing groups
CONTINGENCY THEORIES FAssumption: – Different styles and different leaders are more appropriate for different situations
FIEDLER ON LEADERSHIP FSuccess depends on: 1. Leader/subordinates relationships 2. Subordinates' tasks 3. Power of the leader FEffectiveness = style matches situation
PATH-GOAL THEORY FIdentifies four types of leadership styles – Directive – Supportive – Participative – Achievement-oriented
PATH-GOAL THEORY FITS FSubordinates – High achievement needs = achievement-oriented ldr. – High social needs = supportive ldr. FJob unstructured = directive or achievement-oriented ldr.
THE NATIONAL CONTEXT CONTINGENCY MODEL
EX 14. 8 PREFERRED LEADERSHIP TRAITS
NATIONAL CONTEXT AND LEADER BEHAVIORS FRegardless of cultural background, leaders use both person and task-centered behaviors FDifferent behaviors communicate leadership style FDifferent tactics preferred
EX 14. 9 PREFERRED LEADER INFLUENCE TACTICS
NATIONAL CONTEXT AND SUBORDINATE EXPECTATIONS FDifferences in legitimate prerogatives of leadership FHigh power distance - autocratic leadership FLow power-distance - leader be more like them
FStrong masculinity norms - more authoritarian leadership FStrong uncertainty avoidance norms - subordinates expect the leader to provide more direction
EX 14 -11 PREFERENCES FOR THE “SPECIFICS” LEADER
CONTEMPORARY LEADERSHIP PERSPECTIVES: MULTINATIONAL IMPLICATIONS
TRANSFORMATIONAL LEADERSHIP FTwo basic forms of leadership – Transactional – Transformational
TRANSFORMATIONAL LEADERSHIP FArticulates a vision FBreaks from the status quo FProvide goals and a plan FGives meanings/purpose to goals FTake risks/motivated to lead FBuilds a power base FDemonstrates high ethical/moral standards
ATTRIBUTIONS AND LEADERSHIP FLeaders make attributions regarding subordinates FIf internal attribution - leader tends to correct or reward the worker FIf external attribution, the leader modifies the work environment
THE CULTURAL CONTEXT AND SUGGESTED LEADERSHIP STYLES
EX 14. 13 LEADERSHIP AND JOB PERFORMANCE OF U. S. MANAGERS IN THE U. S. AND H. K.
NATIONAL CULTURE AND LEADERSHIP STYLE
CONCLUSIONS FMultinational managers strive to become global leaders FA complex array of cultural, social, and institutional issues face the global leaders of today
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