copyright ©2014 pearson education, inc. 11-1. chapter learning goals 1. understand the complexity...

Copyright ©2014 Pearson Education, Inc.

11-1

Chapter Learning GoalsChapter Learning Goals

1. Understand the complexity and the variables involved in cross-cultural motivation and leadership.

2. Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts.

3. Become familiar with some common features of Mexican culture and context and how to motivate employees.

1. Understand the complexity and the variables involved in cross-cultural motivation and leadership.

2. Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts.

3. Become familiar with some common features of Mexican culture and context and how to motivate employees.

11-2 Copyright ©2014 Pearson Education, Inc.


4. Understand how leadership styles and practices vary around the world.

5. Gain familiarity with the variables of context, people, and situations affecting the leadership role.

6. Emphasize what makes a successful “global leader”.

4. Understand how leadership styles and practices vary around the world.

5. Gain familiarity with the variables of context, people, and situations affecting the leadership role.

6. Emphasize what makes a successful “global leader”.


Opening Profile: The EU Business Leader—Myth or

Reality?

Opening Profile: The EU Business Leader—Myth or

Reality? The EU is now compromised of 27

nations and a market of over 400 million people.

Differences in: Histories and language Government systems Business practices Educational systems Religions National cultures

Demonstrates the need for an “EU style” leadership which will work across EU markets?

The EU is now compromised of 27 nations and a market of over 400 million people.

Differences in: Histories and language Government systems Business practices Educational systems Religions National cultures

Demonstrates the need for an “EU style” leadership which will work across EU markets?


Copyright ©2014 Pearson Education, Inc. 11-5


Understand the complexity and the variables involved in cross-cultural motivation and leadership.

Understand the complexity and the variables involved in cross-cultural motivation and leadership.


EU LeadershipEU Leadership

French are 3x more likely than British, 8x more likely than Germans to regard being in a position of power as important; states based on position

French leaders like to make decisions unilaterally, but German executives are concerned with the responsibility of their decisions; Germans focus is on structured tasks and performance

Leaders in the UK are less troubled about their decisions, more autocratic

French are 3x more likely than British, 8x more likely than Germans to regard being in a position of power as important; states based on position

French leaders like to make decisions unilaterally, but German executives are concerned with the responsibility of their decisions; Germans focus is on structured tasks and performance

Leaders in the UK are less troubled about their decisions, more autocratic



Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts.

Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts.

Cross-Cultural Research on Motivation



The Meaning of Work (MOW)The Meaning of Work (MOW)


The Islamic Work EthicThe Islamic Work Ethic

Laziness is a vice.Dedication to work is a virtue.Good work benefits one’s self and

others.Justice and generosity in the workplace

are necessary for society’s welfare.Life has no meaning without work.More leisure time is good for society.Human relations in organizations

should be emphasized and encouraged.

One should constantly work hard to meet responsibility.

Laziness is a vice.Dedication to work is a virtue.Good work benefits one’s self and

others.Justice and generosity in the workplace

are necessary for society’s welfare.Life has no meaning without work.More leisure time is good for society.Human relations in organizations

should be emphasized and encouraged.

One should constantly work hard to meet responsibility.


The Needs Hierarchy in the International Context


Managers around the world have similar needs, but derive different levels of need satisfaction from their jobs.Japanese conferring recognition with plaques, applause

Variables other than culture may be at play.e.g., Russian managers: Security and belongings

Managers around the world have similar needs, but derive different levels of need satisfaction from their jobs.Japanese conferring recognition with plaques, applause

Variables other than culture may be at play.e.g., Russian managers: Security and belongings





A Proposed Chinese

Hierarchy Workers are accountable to

their group



Become familiar with some common features of Mexican culture and context and how to motivate employees.

Become familiar with some common features of Mexican culture and context and how to motivate employees.

Comparative Management in Focus: Motivation in MexicoComparative Management in Focus: Motivation in Mexico


Family is of central importance, but this focus often leads to absenteeism and turnover.

For males, the value of work is its ability to help them fulfill breadwinner responsibilities.

Effective management style is authoritative and paternal.

Family is of central importance, but this focus often leads to absenteeism and turnover.

For males, the value of work is its ability to help them fulfill breadwinner responsibilities.

Effective management style is authoritative and paternal.

Workers doubt their ability to influence the outcome of their lives.

Motivation occurs through training examples, cooperation, and subtle shaming.

Motivation through participation may not be effective.

Workers doubt their ability to influence the outcome of their lives.

Motivation occurs through training examples, cooperation, and subtle shaming.

Motivation through participation may not be effective.

Comparative Management in Focus: Motivation in MexicoComparative Management in Focus: Motivation in Mexico


Conflicting Motivational Techniques in Western-Russian

Joint Ventures

Conflicting Motivational Techniques in Western-Russian

Joint Ventures


EXHIBIT 11-2 Conflicting Motivational Techniques in Western-Russian Joint Ventures


Motivating in RussiaMotivating in Russia

Russians are motivated by powerful, charismatic leaders

Russian employees expect foreign managers to be more competent than local managers

Motivation can be achieved by gradually creating an empowered organization

Security of employment is important

Russians are motivated by powerful, charismatic leaders

Russian employees expect foreign managers to be more competent than local managers

Motivation can be achieved by gradually creating an empowered organization

Security of employment is important

The Role of Culture in Job Motivation

The Role of Culture in Job Motivation


EXHIBIT 11-3 The Role of Culture in Job Motivation

Reward SystemsReward Systems


The Global Leader’s Role and Environment

The Global Leader’s Role and Environment


The Global Mindset of Successful Leaders

The Global Mindset of Successful Leaders

Personal Work StyleGeneral Perspective


High “cultural quotient” (CQ)

Open minded and flexible

Effective cross-cultural communicator and collaborator

Team player in a global matrix

Supports global objectives and balances global with local goals and practices

High “cultural quotient” (CQ)

Open minded and flexible

Effective cross-cultural communicator and collaborator

Team player in a global matrix

Supports global objectives and balances global with local goals and practices

Broad system perspective

Personal autonomy and emotional resilience

Change is welcomed and facilitated

Enables boundary-less organization

Operates easily in cross-cultural and cross-functional environment

Broad system perspective

Personal autonomy and emotional resilience

Change is welcomed and facilitated

Enables boundary-less organization

Operates easily in cross-cultural and cross-functional environment


Under the Lens: Global Leaders From India

Under the Lens: Global Leaders From India

There are more Indian CEOs in the S&P 500 companies than any other nationality except Americans

Ajay and Vindi Banga: Unilever, Citigroup, MasterCard

Ajay traveled throughout the world meeting MC clients, employees, and regulators

Indian managers learn to work around bureaucratic culture

There are more Indian CEOs in the S&P 500 companies than any other nationality except Americans

Ajay and Vindi Banga: Unilever, Citigroup, MasterCard

Ajay traveled throughout the world meeting MC clients, employees, and regulators

Indian managers learn to work around bureaucratic culture


Maximizing Leadership Effectiveness

Maximizing Leadership Effectiveness

1. Representative of the parent firm

2. Manager of the local firm3. Resident of the local

community4. Citizen of the host country5. Member of a profession6. Family member

1. Representative of the parent firm

2. Manager of the local firm3. Resident of the local

community4. Citizen of the host country5. Member of a profession6. Family member

Management Focus: Leadership in a Digital World

Management Focus: Leadership in a Digital World


Key differences between e-

businesses and traditional

organizations



Understand how leadership styles and practices vary around the world.

Understand how leadership styles and practices vary around the world.

Cross-Cultural Research in Leadership

Cross-Cultural Research in Leadership

Effective leadership varies across cultures

People have accepted images of what a leader should be.

Effective leadership varies across cultures

People have accepted images of what a leader should be.


Culturally Contingent Beliefs Regarding Effective Leadership

Style

Culturally Contingent Beliefs Regarding Effective Leadership

StyleCount

ryCharis

ma TeamSelf-

Protective

Partici-

pative

Humane

Autono-

mous

Brazil 6.01 6.17 3.50 6.06 4.84 2.27

China 5.57 5.57 3.80 5.05 5.18 4.07

Denmark 6.01 5.70 2.82 5.80 4.23 3.79

India 5.85 5.72 3.78 4.99 5.26 3.85

Mexico

5.66 5.75 3.86 4.64 4.71 3.86

United States

6.12 5.80 3.16 5.93 5.21 3.75


Leadership Status and Influence differences Across Cultures

Leadership Status and Influence differences Across Cultures




Gain familiarity with the variables of context, people, and situations affecting the leadership role.

Gain familiarity with the variables of context, people, and situations affecting the leadership role.

The Universal Facilitators of Leadership Effectiveness

The Universal Facilitators of Leadership Effectiveness


Universal Impediments to Leadership Effectiveness

Universal Impediments to Leadership Effectiveness


Culturally Contingent Endorsement of Leader

Attributes

Culturally Contingent Endorsement of Leader

Attributes


Comparative Leadership Dimensions: Participation and

Initiative

Comparative Leadership Dimensions: Participation and

InitiativeManagerial Initiative

0=low; 100=high

Extent to Delegate0=low; 100=high


The Culture Contingency in the Leadership Process: An

Integrative Model

The Culture Contingency in the Leadership Process: An

Integrative Model




Emphasize what makes a successful “global leader”.

Emphasize what makes a successful “global leader”.


Leader in a Global ContextLeader in a Global Context

Leadership is not just manager subordinate relationship, running the whole company, division or unit

Vital to be able to adapt one’s leadership style to the local context

“National and cultural differences can both bedevil and enliven business.”

Listen hard and “How are you going to go about meeting this goal?”

Leadership is not just manager subordinate relationship, running the whole company, division or unit

Vital to be able to adapt one’s leadership style to the local context

“National and cultural differences can both bedevil and enliven business.”

Listen hard and “How are you going to go about meeting this goal?”


Motivation and leadership are factors in the successful implementation of strategy-challenge is what is effective leadership in that country?

Concepts such as achievement or esteem may have different meanings in other countries

“Meaning of work” show cross-cultural differences

Motivation HofstedeIncentives/rewards are contingent on

culture as is leadership styleJVs are complex situations for cross-

cultural leadership

Motivation and leadership are factors in the successful implementation of strategy-challenge is what is effective leadership in that country?

Concepts such as achievement or esteem may have different meanings in other countries

“Meaning of work” show cross-cultural differences

Motivation HofstedeIncentives/rewards are contingent on

culture as is leadership styleJVs are complex situations for cross-

cultural leadership

ConclusionsConclusions

3939

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Copyright © 2014 Pearson Education, Inc. Copyright © 2014 Pearson Education, Inc.

copyright ©2014 pearson education, inc. 11-1. chapter learning goals 1. understand the complexity...

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