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Leadership and Employee Behavior in International Business
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Chapter 15 - 1
Chapter 15
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Leadership and Employee Behavior in International Business
Chapter 15 - 2
Learning Objectives• Identify and discuss basic perspectives on
individual differences in different cultures• Discuss the motivation of employees in
international business• Review managerial leadership and
decision making in international business • Describe group dynamics and discuss
how teams are managed across cultures
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Chapter 15 - 3
Individual Behavior in International Business
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Chapter 15 - 4
Personality Differences Across Cultures
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“Nature versus Nurture”
Biological Factors
Environmental Factors
Chapter 15 - 5Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
• Agreeableness
• Conscientiousness
• Emotional Stability
• Extroversion
• Openness
The “Big Five” Personality Traits
Chapter 15 - 6Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Other Personality Traits
•Locus of Control
•Self-Efficacy
•Authoritarianism
•Self-Esteem
Chapter 15 - 7Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Attitudes Across Cultures
Job Satisfaction
OrganizationalCommitment
Chapter 15 - 8Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
StereotypingCultural
Differences
Perceptions Across Cultures
Chapter 15 - 9Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Stress Across Cultures
ExcessiveOptimal
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Summary of Discussion
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Chapter 15 - 11
Motivation in International Business
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Chapter 15 - 12
Needs and Values Across Cultures
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Needs Values
Primary
Secondary
Learned
Developed
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Motivational Processes Across Cultures
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•Need-Based•Process-Based•Reinforcement
Chapter 15 - 14Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
GeertHofstede
AbrahamMaslow
David McClelland
FrederickHerzberg
Need-Based Models Across Cultures
Chapter 15 - 15Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Geert Hofstede’s Dimensions of Culture
1.Social Orientation
2.Power Orientation
3.Uncertainty Orientation
4.Goal Orientation
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Abraham Maslow’s Hierarchy of Needs
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Self-Actualization
Self-Esteem
Social
Security
Physiological
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David McClelland’s Learned
Needs Framework
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Differences in Cultural Orientation
Individualistic, Uncertainty Accepting, Power-Tolerant, and Aggressive Goal
Collectivistic, Uncertainty Avoiding, Power-Respecting, and Passive Goal
Achievement and Power
Affiliation
Higher Lower
Lower Higher
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•Satisfaction•Dissatisfaction
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Frederick Herzberg’s Two-Factor Theory
Chapter 15 - 19Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Process-Based Models
Expectancy TheoryExpectancy Theory
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The Reinforcement Model Across Cultures
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Positive Outcomes
Reinforcement
Negative Consequences
Punishment
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Summary of Discussion
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Chapter 15 - 22
Leadership in International Business
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Chapter 15 - 23
Leading vs. Managing
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Activity Management Leadership
Create an Agenda
Develop a Network
Execute Plans
Overall Outcomes
Plan and Budget
Organize and Staff
Control and Solve
Predictable, Orderly
Establish Direction
Align People
Motivate and Inspire
New, Change
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Contemporary Leadership Theories
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Differences Among Subordinates
The Group, Organization, and Leader
Subordinates Desire to Participate
Situational Factors
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Leadership Behavior and Hofstede's Cultural
Factors
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Uncertainty Goal
Social Power
Orientation
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Summary of Discussion
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Chapter 15 - 27
Decision Making in International Business
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Chapter 15 - 28
Decision-Making Models
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Normative Descriptive
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1. Recognize that a problem exists
2. Identify potential alternatives
3. Evaluate each alternative
4. Select the best alternative
5. Implement the alternative
6. Follow-up and evaluate Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
The Normative Model
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The Descriptive Model
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Bounded Rationality
Satisficing
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The Normative Model Across Cultures
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Stages in the Process Cultural Dimension
1. Recognize a Problem Social Orientation
2. Identify Alternatives Power Orientation
3. Evaluate the Alternatives Goal Orientation
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The Normative Model Across Cultures
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Stages in the Process Cultural Dimension
4. Select an Alternative Social Orientation
5. Implement the Alternative Power Orientation
6. Follow-Up and Evaluate Power Orientation
The Descriptive Model Across Cultures
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Few Research Studies
Hard to Predict Influence
Potential Limitations
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Summary of Discussion
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Chapter 15 - 35
Groups and Teams in International Business
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Chapter 15 - 36
Dynamics of Groups
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Groups vs. Teams
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A Mature Team
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Well-Defined Role Structure
Established Norms for Members
Team Members Are Cohesive
Informal Leaders Direct the Team
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Cross-Cultural Teams
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Dynamics
Conflict
Communication
Creativity
Norms
Cohesiveness
Informal Leadership
Heterogeneous
Higher
Lower
Higher
Weaker
Lower
Ambiguity
Homogenous
Lower
Higher
Lower
Stronger
Higher
Clarity
Chapter 15 - 39
Cultural Factors
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Social Orientation Power Orientation
Goal OrientationUncertainty Orientation
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Summary of Discussion
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Chapter 15 - 41
Chapter 15
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Leadership and Employee Behavior in International Business
Chapter 15 - 42Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
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