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Presented by group 4
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Six Insights from the GLOBE Study
Charismatic/Value Based: captures ability ofleaders to inspire,motivate, encourage high performance outcomes from others based onfoundation of core values
Team-oriented: emphasis on effective team building andimplementation of common goalamong team members
Participative: extent to whichleaders involve others in decisions anddecision implementation
Humane-oriented: comprises supportive and considerate leadership
Autonomous: independent and individualistic leadership behaviors
Self-protective: ensures safety and security of individualand group
throug
hstatus en
hancement
and f
ace-s
aving
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Mean score from Globe Project
Charismatic (6.04)
Team-Orientated (5.74)
Particip
ative (5.72)
Humane Leadership (5.08)
Autonomous (3.82)
Self-Protective (3.08)
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The profile ofleadership for the Anglo countries emphasizes thatleaders are especially charismatic/value-based, participative, andsensitive to people
Anglo countries want leaders to be exceedingly motivating and
visionary, not autocratic, and considerate of others. Furthermore, they report that leaders should be team oriented and
autonomous.
The least important characteristic for Anglo countries is self-protective leadership. They believe it is ineffective ifleaders are statusconscious or prone to face saving.
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LeaderLeaderSubordinate InteractionsSubordinate Interactions
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 131: LeaderSubordinate Interactions
Participative Leader
Subordinate Subordinate Subordinate
Continual interaction and exchange ofinformation and influence between leader
and subordinates.
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Leadership characteristic
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In this cluster, emphasis placed on participative leadership as ameans to facilitate effective leadership.
As the countries in this clusterare relatively individualistic in
cultural orientation, and allare democracies, people place greatemphasis on their freedom and being able to have their say.
It is therefore very important foraleader to recognize this, toinclude all relevant parties in the decision making process, todelegate responsibility, and not to try to lead uncompromisingly
from the top.
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In New Zealand, for example, alow score on Family
Collectivism means that aleader using a team-orientated style
must be ta
sk
focuseda
nd ensure th
e job gets done. In a country suchas Ireland, on the otherhand, a team orientated
leadership style can be more family-orientated in that the team is
viewed as a surrogate family unit with team building and
diplomacy behaviors coming to the fore.
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The most effective leadership style in this cluster is a charismatic
value-based style, encompassing a need to be visionary and to
inspire followers.
An effective leader must also use botha team-orientated andparticipative leadership style. Sucha style focuses on the team
through collective goals and rewards while allowing the team to
set its own structure and take responsibility.
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Maslows hierarchy of needs
Lower-level needs must be satisfied before higher-level
needs become motivators
A need that is satisfied no longer motivates For Anglo culture, autonomy and self-actualization were
most important and least satisfied needs
Anglo cultures reward entrepreneurial effort and do
support achievement motivation.
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Goal-Setting Theory
In Anglo culture, Employees perform extremely well
when they are assigned specific and challenging goals that
they have had ahand in setting
Thus employee participation in setting goals is
motivational
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Negotiation styles
UK
CANADA
SOUTH AFRICA
IRELAND
US
AUSTRALIA
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Communication and Negotiation Styles
- AUSTRALIA Australians are transactionaland while it is not necessary to use an
intermediary to make business introductions, at the same time,
networking and relationship building can be an important factor to
long-term business success.
Most senior-level executives within an industry willknow one
another. Since the population of the country is relatively smalland
many people remain in the same town all theirlives, people strive to
develop harmonious working relationships as they neverknow when
th
ey will
ha
ve to work
with
tha
t personagain.
Communication with employees is typically direct, often witha bit of
humor. Avoid 'hard sell' techniques and do not misinterpret a relaxed
attitude as indicative ofalackofattention to detail.
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Communication and Negotiation Styles-
IRELAND The Irish do not like to say "no" so to avoid cross cultural
miscommunication, make sure you understand what has orhas not
been agreed.
Th
ey prefer to offer noncommittal
responses such
as "m
aybe". T
heIrish focus on short-term results and benefits when reaching decisions.
Avoid confrontational behavior orhigh-pressure tactics, which can be
counterproductive.
Never make exaggerated claims about your products or delivery
dates. The Irishare more impressed by results than promises.
The Irish prefer to do business with people they feel comfortable
with, so be prepared to engage in some casual relationship building,
suchas dinner or drinks at alocal pub.
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Communication and Negotiation Styles
- UK Communication will be direct and reserved. They avoid
confrontational behavior orhigh-pressure tactics.
They avoid displays of emotion and do not argue on the
basis of feelings.
Decision-making is slow and deliberate and so patience
may be a necessary cross culturalattribute.
( It is a good idea to send aletter summarizing what wasdecided and what the next steps are. )
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Communication and Negotiation Styles
- Canada Although personal relationships are not required to
conduct business, expect some small talkbefore turning
over into the business discussions. Communication is
generally direct and Canadians have no difficulty in sayingno.
As a rule, FrenchCanadians are proud of their culture and
heritage. They take special pride in theirlanguage and
speaking it well. If you do not speakFrench, it is a goodidea to learn a few key phrases, since it demonstrates an
interest in maintaining along-term relationship.
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Communication and Negotiation Styles
- South Africa Women have yet to attain seniorlevel positions. If you are a woman,
you can expect to encounter some condescending behaviorand to be
tested in ways that a male colleague would not.
Do not interrupta
South
African w
hile t
hey
are spe
aking. Sout
hAfricans strive for consensus and win-win situations.
Include delivery dates in contracts as deadlines are often viewed as
fluid rather than firm commitments.
Start negotiating witha realistic figure. Decision-making may be
concentrated at the top of the company and decisions are often madeafter consultation with subordinates, so the process can be slow and
protracted. Patience may be a necessary cross culturalattribute.
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Communication and Negotiation Styles-
USA The American negotiating style tends to be a "hard sell"sometimes.
A strong pitch may sound boastful but is meant to inspire confidence andtrust. It is also consistent with the penchant forlogical reasoning, directnessand comfort with self-promotion.
American negotiators may have little familiarity with, or patience for, theformal business protocol, indirect communication style, or consensualdecision-making practices of other countries. Their focus is on the short termand the "big picture" --securing the best deal in a timely manner.
Theirapproach is informal, cordialand straightforward. The U.S. team willreveal its position and expect the other party to engage in a competitivebargaining process. Ifa deadlock is reached tenacity, creativity, and
persuasiveness will come to the fore. Despite the "hard sell" tactics, negotiating partners should not feel pressured
into making a decision. The Americans expect their counterparts across thetable to be similarly pragmatic and single-minded in trying to secure afavorable deal.
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References
http://www.kwintessential.co.uk/intercultural/management
/australia.html
Research on leadership in a cross-cultural context:Making
progress, and raising new questions - MarcusW. Dickson
The Anglo Cluster:Legacy of the British Empire - Neal
M. Ashkanasy
http://www.wor
ldbusinesscu
lture.com/Business-in-
Austria.html
http://www.kwintessential.co.uk/intercultural/management
/ireland.html
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THANKYOU !!!