©2004 Prentice Hall15-1 Chapter 15: Leadership and Employee Behavior in International Business...

©2004 Prentice Hall15-1

Chapter 15:Leadership and Employee Behavior in InternationalBusiness

International Business, 4th Edition

Griffin & Pustay

©2004 Prentice Hall15-2

Chapter Objectives_1

Identify and discuss the basic perspectives on individual differences in different cultures

Evaluate basic views of employee motivation in international business

Identify basic views of managerial leadership in international business

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Chapter Objectives_2

Discuss the nature of managerial decision making in international business

Describe group dynamics and discuss how teams are managed across cultures

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Personality Differences across Cultures

Relatively stable set of psychological attributes that distinguishes one person from another

Nurture versus nature

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Big Five Personality Traits

Agreeableness Conscientiousness Emotional Stability Extroversion Openness

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Agreeableness

Agreeableness

High Low

Good natured,Cooperative,understanding

Short tempered,Irritable,

uncooperative

The ability to get along with others

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Conscientiousness

Conscientiousness

High Low

Organized,Self-disciplined,systematic

Disorganized,Careless,

irresponsible

The drive to impose order and precision

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Emotional Stability

Emotional Stability

High Low

Resilient,calm,secure

Reactive, excitable,

insecure

The inclination to maintain a balancedemotional state

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Extroversion

Extroversion

High Low

Sociable,talkative,assertive

Less sociable,quiet,

introverted

One’s comfort level with relationships

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Openness

Openness

High Low

Willing to Change beliefs, ideas, andattitudes

Nonreceptiveto new ideas

and change

One’s rigidity of beliefs and rangeof interests

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Other Personality Traits at Work

Locus of Control Self-efficacy Authoritarianism Self-esteem

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Attitudes Across Cultures

Job satisfaction Organizational Commitment

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Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers

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Perception Across Cultures

Set of processes by which an individual becomes aware of and interprets information about the environment

Stereotyping – Occurs when we make inferences about

someone because of one or more characteristics they possess

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Workers in different cultures exhibit different profiles of characteristics, motivations, and processes

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Motivational Processes Across Cultures

Need-based models of motivation: Attempt to identify the specific need or set of needs that results in motivated behavior

Process-based models of motivation: Focus on conscious thought processes people use to select one behavior from among several

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Need-Based Models Across Cultures

Maslow’s Hierarchy of Needs McClelland’s Learned Needs

Framework Herzberg’s Two-Factor Theory

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Expectancy Theory: A Process-Based Model

People are motivated to behave in certain ways to the extent that they perceive that such behaviors will lead to outcomes they find personally attractive

Cultural factors will affect the nature of work goals and people’s perceptions of how they should pursue them

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Reinforcement Model

Behavior that results in a positive outcome will likely be repeated under the same circumstances in the future

Behavior that results in a negative outcome will result in a different choice under the same circumstances in the future

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Leadership

Use of noncoercive influence to shape the goals of a group or organization, to motivate behavior toward reaching those goals, and to help determine the group or organizational culture

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Table 15.2 Differences between Leadership and Management

Activity Management Leadership

Creating an agenda Planning and budgeting. Establishing detailed steps and timetables.

Establishing direction. Developing vision.

Developing a human network for achieving the agenda

Organizing and staffing.

Establishing structure.

Aligning people. Communicating direction.

Executing plans Controlling and problem solving. Monitoring results.

Motivating and inspiring. Energizing people.

Outcomes Produces predictability and order.

Produces change.

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Figure 15.2 The Role of Managers Varies across Cultures

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Models of Decision Making

Normative Model: managers apply logic and rationality in making the best decisions

Descriptive Model: behavioral processes limit a manager’s ability to always be logical and rational

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Figure 15.2 Models of the

Decision-Making Process

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The Normative Model Across Cultures

Step 1: Problem Recognition Step 2: Identifying Alternatives Step 3: Evaluating Alternatives Step 4: Selecting the Best Alternative Step 5: Implementation Step 6: Follow-up ad Evaluation

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Mature Team Characteristics

Develops a well-defined role structure Establishes norms for members Promotes cohesiveness Includes informal leaders

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Managers must remain cognizant of differences resulting from diversity within a group