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Leadership across Cultures
Dr. Carol Reade
Bus 162
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Introduction
Companies, as global corporate citizens,strive to attain their organizational andsocial missions.
Corporate leaders are expected to motivateand inspire employees in ways thatcontribute to the success of the corporation
as a global entity.
Question: To what extent does leadership
vary across culture?
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Learning Objectives
Review the basic philosophic foundation andstyles of leadership
Examine research findings regardingleadership across culturesAssess leadership differences and
similarities across cultures
Discuss leadership trends
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What is Leadership?
The process of influencing people to directtheir efforts toward the achievement ofsome particular goal or goals.
Effective leadership involves the ability toinspire and influence the thinking, attitudes,and behavior of people.
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Managers versus Leaders
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Leadership Vision
Leaders help to shape the vision of anorganization (future-oriented), whereasmanagers attempt to carry out the current
vision (present-oriented)
The questions global leaders address areuniversal; the answers are often culturallyspecific (Adler, 2008)
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Leadership Vision
Corporate visions tend to reflect thevalues and goals of a particular society
In the present time, corporate visionsneed to go beyond the domestic contextand encompass the world, whileimplementation of strategies needs to takeinto consideration cultural variation
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Leadership Foundations
Philosophical Background:Theories X, Y, and Z
A manager who believes that
people are basically lazy andthat coercion and threats ofpunishment often arenecessary to get them to work.
Theory X Manager
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Leadership Foundations
Philosophical Background:Theories X, Y, and Z
A manager who believes that
under the right conditionspeople not only will work hardbut will seek increasedresponsibility and challenge.
Theory Y Manager
Theory X Manager
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Leadership Foundations
Philosophical Background:Theories X, Y, and Z
A manager who believes that
workers seek opportunities toparticipate in management andare motivated by teamworkand responsibility sharing.
Theory Z Manager
Theory Y Manager
Theory X Manager
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LeaderSubordinate Interactions
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Adapted from Figure 13
1: Leader
Subordinate Interactions
Authoritarian Leader
Subordinate Subordinate Subordinate
One-way downward flow of informationand influence from authoritarian leaderto subordinates.
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LeaderSubordinate Interactions
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Adapted from Figure 13
1: Leader
Subordinate Interactions
Paternalistic Leader
Subordinate Subordinate Subordinate
Continual interaction and exchange ofinformation and influence betweenleader and subordinates.
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LeaderSubordinate Interactions
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Adapted from Figure 13
1: Leader
Subordinate Interactions
ParticipativeLeader
Subordinate Subordinate Subordinate
Continual interaction and exchange ofinformation and influence betweenleader and subordinates.
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Leadership Foundations
Leadership Behaviorsand Styles
ParticipativeLeadership
AuthoritarianLeadership
Paternalistic
Leadership
The use of work-centered
behavior designed to ensuretask accomplishment.
The use of work-centeredbehavior coupled with a
protective employee centeredconcern.The use of both work- or task-centered and people centeredapproaches to leading
subordinates.
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Leadership Style
What is your leadership style?
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Leadership in the International Context
How do leaders in other countriesattempt to direct or influence theirsubordinates?
Are their approaches similar to thoseused in the United States?
Research shows that there are both similarities anddifferences most international research onleadership has focused on Europe, East Asia, theMiddle East, and developing countries such as India,
Peru, Chile, and Argentina.
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Rankings of
Leadership Attributes
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Leadership in the International Context
Both US and Chinese managers supportTheory Y, but for different reasons.
In US, Theory Y managers believe thatsatisfaction of higher order needs is amotivator
In China, Theory Y managers believe that all
employees should rise together botheconomically and culturally, in line withphilosophy of Chairman Mao.
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Leadership in the International
Context
Leadership in China
a study
Measured by the importance of societal
harmony, virtuous interpersonal behavior, and
personal and interpersonal harmony
Individualism
Collectivism
Confucianism
Measured by willingness to subordinate
personal goals to those of the work group withan emphasis on sharing and group harmony
Measured by importance of self sufficiency andpersonal accomplishments
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Leadership in the International
Context
The New Generation group scored significantlyhigher on individualism than older generation
They also scored significantly lower on collectivismand Confucianism
These values appear to reflect the period of relative
openness and freedom, often called the SocialReform Era, in which these new managers grew up
They have had greater exposure to Western societalinfluences may result in leadership styles similar tothose of Western managers
Leadership in China
results of study
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Leadership in the International Context
Japan is well known for its paternalistic approach to
leadership
Japanese culture promotes a high safety or security need,which is present among home countrybased employees
as well as MNC expatriates Japanese managers have much greater belief in the
capacity of subordinates for leadership and initiative thando managers in most other countries only managers in
Anglo-American countries had stronger feelings in this area
Leadership in Japan
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Recent Findings and Insights
Transformational, Transactional, and CharismaticLeadership
Transformational leaders are visionary agents with a senseof mission who are capable of motivating their followers to
accept new goals and new ways of doing things.
Charismatic leadership focuses on the individual abilities ofthe leader to motivate and inspire followers.
Transactional leadership refers to leaders who exchangerewards for effort and performance, a something for
something basis.
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Recent Findings and Insights
Transformational, Transactional, and CharismaticLeadership
Transformational leaders are asource of charisma and enjoy theadmiration of their followers.
They enhance pride, loyalty, and
confidence in their people, andalign these followers by providinga common purpose or vision thatthe latter willingly accept
Transformational leaders are characterized by fourinterrelated factors:
Idealized Influence
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Recent Findings and Insights
Transformational, Transactional, and CharismaticLeadership
These leaders are extremelyeffective in articulating theirvision, mission, and beliefs inclear-cut ways, thus providing an
easy-to understand sense of
purpose regarding what needs tobe done
Transformational leaders are characterized by fourinterrelated factors:
Idealized Influence
Inspirational Motivation
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Recent Findings and Insights
Transformational, Transactional, and CharismaticLeadership
Transformational leaders areable to get their followers toquestion old paradigms and toaccept new views of the world
regarding how things now need
to be done
Transformational leaders are characterized by fourinterrelated factors:
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
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Recent Findings and Insights
Transformational, Transactional, and CharismaticLeadershipTransformational leaders are characterized by four
interrelated factors:
These leaders are able todiagnose and elevate the needs ofeach of their followers throughindividualized consideration, thus
furthering the development of
these people
IndividualizedConsideration
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
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Recent Findings and Insights
Bernard Bass examined transformational,charismatic, and transactional leadershipbehavior across cultures
Bass found some differences across cultures For instance, transformational leaders in Honduras
would be more directive than their counterparts inNorway.
Concluded that there is far more universalism
in leadership than believed previously
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Creating a Positive Future
Kofi Annan, former United Nations SecretaryGeneral, challenges business leaders toreposition business to help the world:
Let us choose to unite the power of marketswith the strengths of universal ideals let uschoose to reconcile the creative forces of privateentrepreneurship with the needs of thedisadvantaged and the requirements of futuregenerations.
Bottom-of-the-pyramid business strategies
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Summary Points
Studies vary on the extent to which USleadership approaches are acceptable in othercultures
Globalization is resulting to some degree in aconvergence of work values.
Global leaders must show flexibility in theirapproach when working across national
borders Global companies and their leaders have a
growing responsibility to be good globalcitizens, to align corporate goals with the
needs of society and the environment
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