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TOPIC 3: COUNTRY CULTURE ROLE OF LEADERSHIP (LEADERSHIP STYLES (Likert'…
TOPIC 3: COUNTRY CULTURE ROLE OF LEADERSHIP
LEADERSHIP STYLES
Task-centered Leadership
one who gives subordinates specific standards, schedules, and tasks
Person-centered Leadership
one who focuses on meeting employees’ social and emotional
needs
DIFFERENCE BETWEEN TC & PC LEADERSHIP
Democratic Leadership
leader includes subordinates in decision making
Consultative/Participative leadership
leader’s style falls midway between autocratic
and democratic styles
Autocratic Leadership
leaders make all major decisions themselves
Likert's 4 styles of management
Exploitative Authoritative
Autocratic, top-down
Benevolent Authoritative
Paternalistic but still autocratic
Consultive
Less autocratic, more focus on employees
Participative
Employee-centered
NATIONAL CONTEXT AS A CONTINGENCY FOR LEADERSHIP BEHAVIOURS
First step is understanding what local managers do to lead successfully in their own countries
The second step is using this knowledge to modify leadership style appropriately
Uses the National-context contingency model of leadership
Key contingencies of behaviours and leadership traits
Characteristics of subordinates
Nature of work setting
Effects
Leader behaviours and traits
Subordinate characteristics
Work setting
Leadership Traits and Behaviours in the National Context
Different cultures have different images of what distinguishes successful leaders
Leadership has different evaluation connotations from one society to another
U.S.: places a very important premium on leadership
Japan: CEOs attribute organizational success to their subordinates
Germany: the engineer, rather than the manager, is the cultural hero
France: the distinction between management and worker reflects social class
Netherlands: a desired leadership trait is modesty
Chinese family business: the leader is the patriarch, the oldest male head of the family
GLOBE (Global Leadership and Organisational Behaviour Effectiveness)
Found that most people, regardless of cultural background, believe that some traits and behaviours lead to outstanding leadership, while other traits and behaviours prevent managers from leading successfully