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LEADERSHIP - Coggle Diagram
LEADERSHIP
II. Leadership in the International Context
Differences between Japanese and U.S. Leadership Styles
internal control
leadership approach
how senior-level managers process information and learn
younger managers
The Japanese were more willing to allow poor performance to continue for a time so that those who were involved would learn from their mistakes, but the Americans worked to stop poor performance as quickly as possible.
the Japanese focused very heavily on problems, while the U.S. managers focused on opportunities.
the Japanese sought creative approaches to managing projects and tried to avoid relying on experience, but the Americans sought to build on their experiences.
Leadership in China
The new generation group scored
lower than the other two groups on collectivism and Confucianism
higher on individualism than did the current and older generation groups
Japanese Leadership Approaches
Have considerable confidence in the overall ability of their subordinates and use a style that allows their people to actively participate in decisions.
Places a strong emphasis on ambiguous goals.
Paternalistic approach
Leadership in the Middle East
organizational culture, level of technology, level of education, and management responsibility were good predictors of decision-making styles in such an environment.
a tendency toward participative leadership styles among young Arab middle management, as well as among highly educated managers of all ages.
there may be much greater similarity between Middle Eastern leadership styles and those of Western countries.
Leadership Approaches in India
A participative leadership style may be more common and more effective in developing countries than has been reported previously.
Unique management and leadership styles that emerge from the polyglot nature of India’s population and some of the unique challenges of doing business there.
Focus on the individual, but in order to be efficient and produce results, managers need to maintain awareness of the tasks that need to be completed.
Leadership Approaches in Latin America
Have a combination of authoritarian and participative behaviors
Managers tend to be socially distant from those working below them
As globalization increases, so does the transitional nature of managers within these regions
Attitudes of European Managers toward Leadership Practices
None of the leaders from various parts of the world, on average, were very supportive of the belief that individuals have a capacity for leadership and initiative.
Attitudes toward leadership practices tend to be quite different in various parts of the world.
The Role of Level, Size, and Age on European Managers’ Attitudes toward Leadership
In some countries, higher level managers tended to express more democratic values than lower-level managers; however, in other countries, the opposite was true.
In England, the US,the Scandinavian countries: higher-level managers responded with more democratic attitudes
In Germany, lower-level managers tended to have more democratic attitudes.
Age: Younger managers were more likely to have democratic values
Company size
large firms: more supportive of sharing information and objectives, participation, and use of internal control.
small firms: more support among managers
I. Foundation for Leadership
Leadership is the process of influencing people to direct their efforts toward achievement of some particular goal or goals.
Philosophical Background: Theories X, Y, and Z
Theory Y manager
The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely distributed throughout the population.
If people are committed to the goals, they will exercise self-direction and self-control.
The average human being learns not only to accept but to seek responsibility.
The intellectual potential of the average human being is only partially tapped.
Commitment to objectives is determined by the rewards that are associated with their achievement.
The expenditure of physical and mental effort at work is as natural to people as resting or playing.
Theory X manager
Workers have little ambition, try to avoid responsibility, and like to be directed.
The primary need of employees is job security.
People do not like to work and will avoid it whenever possible.
Use coercion, control, and threats of punishment.
Theory Z manager
Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization.
Employees seek out responsibility and look for opportunities to advance in an organization.
People are motivated by a strong sense of commitment to be part of a greater whole—the organization in which they work.
The organization will engender in employees strong bonds of loyalty.
The Manager-Leader Paradigm
Manager
Management is something that one does, and the journey consists of striving to always do things right.
Focus on reaching objectives by mastering financial information.
Can be learned through academic study or observation and training.
Leader
Guide and motivate team members and are extremely visible.
Get the right people in the right positions and motivate them.
Can’t be learned, but something that must be earned through respect.
The Managerial Grid Performance: A Japanese Perspective
Low-achieving
be driven by extrinsic factors, such as supervisor behavior toward subordinates
prefers to be told what to do, and a creative environment
tended to be more self-motivated
High-achieving
being the most motivated when a creative and supportive environment is provided
be actively challenged, and became unproductive when faced with absentee leadership
be driven by intrinsic factors
Leadership Behaviors and Styles
Participative leadership
Authority usually is highly decentralized
Employees tend to be more creative and innovative
Encourage their people to play an active role in assuming control of their work
Popular in many technologically advanced countries: the United States, England, other Anglo countries, Scandinavian
The use of both work-centered and people-centered approaches
Paternalistic leadership
Security benefits such as medical and retirement programs
Have a positive impact on employees’ attitudes in collectivistic cultures
Everyone to work hard; in return, the employees are guaranteed employment and given
Latin America (Argentina, Bolivia, Chile, Mexico), China, Pakistan, India, Turkey, and
the US
Uses work-centered behavior coupled with a protective employee-centered concern
Authoritarian leadership
Effective in handling crises
Used by Theory X managers
Focus on work progress, work procedures, and roadblocks that are preventing goal attainment
Romania
The use of work-centered behavior that is designed to ensure task accomplishment one-way communication from manager to subordinate
III. Recent Findings and Insights about Leadership
B. Qualities for Successful Leaders
Conclusion:
there were still similarities between nations: (Italy and Spain, (Between 52 and 54 percent), Germany and Great Britain (between 64 and 68 percent)
there are differences concerning how frequently various characteristics are demanded in each country.
in 46–48% of the advertisements mentioned no more than 3 characteristics
multicultural understanding will continue to be a requirement for effective leadership in the 21st century
leadership requirements in European countries is different
all countries expected executive applicants to have good social and personal qualities.
Research about examining the characteristics of executives that companies are looking for
Researchers: Tollgerdt-Andersson
Areas: (EU), Sweden, other European countries
A. Transformational, Transactional, and Charismatic Leadership
7. Through the use of higher-order factor analysis, Bass concluded:
Culture can create some problems in using universal leadership concepts in some countries.
Ex: These reward systems can also become meaningless in Arab and Turkish cultures.
However, universal leadership behavior is far more common than many people realize.
There certainly would be differences in leadership behavior from country to country.
Ex: transformational leaders in Honduras would have to be more directive than their counterparts in Norway.
4. The universality and effectiveness of both transformational and transactional leadership:
very little of the variance in leadership behavior could be attributed to culture (less than 10 percent)
the most effective managers were transformational leaders
3. Transactional leaders:
are individuals who exchange rewards for effort and performance and work on a “something for something” basis.
1. Transformational leaders:
are visionary agents and capable of motivating their followers to accept new goals and new ways of doing things.
6. Four other types of leaders (are less effective than the transformational lead)
The active management-by-exception (MBE-A) leader:
monitors and correct deviations from standard
The passive management-by-exception (MBE-P) leader:
takes action or intervenes only when standards are not met
The contingent reward (CR) leader:
clarifies what needs to be done
provides both psychic and material rewards
the most effective in the four other types
The laissez-faire (LF) leader:
avoids intervening or accepting responsibility for follower actions
2. Charismatic leaders (variant on transformational leadership):
have individual abilities to inspire and motivate her or his subordinates.
5. Transformational leaders have four factor or the “4I’s”:
c. Intellectual stimulation
get their followers to question old paradigms and to accept new views of the world
b. Inspirational motivation
effective in articulating their vision, mission, and beliefs in clear-cut ways
providing an easy-to understand sense of purpose regarding goals
d. Individualized consideration
diagnose and elevate the needs of each of their followers for the betterment in the future
a. Idealized influence
enhancing pride, loyalty, and confidence in their people
providing a common purpose or vision that to get the acceptance of their followers
a source of charisma, enjoy the admiration of their followers
C. Culture Clusters and Leader Effectiveness
Brodbeck and his associates survey:
Managers in the Anglo cluster reported that the five most important attributes of an effective manager were having a performance orientation, possessing an inspirational style, having a vision, being a team integrator, and being decisive.
Managers in the Anglo cluster reported that the five most important attributes of an effective manager were having a performance orientation, possessing an inspirational style, having a vision, being a team integrator, and being decisive.
Managers in the Nordic culture ranked these same five attributes as the most important but not in this order.
D. Leader Behavior, Leader Effectiveness, and Leading Teams
3. The specific tips from Trompenaars and Hampden-Turner:
a. When Managing or Being Managed in:
Affective Cultures:
Avoid a detached, ambiguous, and cool demeanor.
Appreciate the vigor and commitment people have for their great efforts.
Let people be emotional without personally becoming intimidated by their behavior.
Neutral Cultures:
Avoid warm, excessive, or enthusiastic behaviors.
Extensively prepare the things you have to do and then stick tenaciously to the issues.
Look for cues regarding whether people are pleased or angry and then amplify their importance.
c. Recognize the Way in Which People Behave in:
Affective Cultures:
Reveal their thoughts and feelings both verbally and nonverbally
Emotions flow easily, vehemently, and without inhibition
Heated, vital, and animated expressions are admired. Touching, gesturing, and strong facial expressions are common
Neutral Cultures:
Do not reveal what they are thinking or feeling
Cool and self-possessed conduct is admired
Physical contact, gesturing, or strong facial expressions are not used
b. When Doing Business with Individuals in:
Affective Cultures (for Those from Neutral Cultures):
Do not be put off stride when others create scenes and get histrionic
When others are expressing goodwill, respond warmly
Remember that the other person’s enthusiasm and readiness to agree or disagree do not mean that the individual has made up his or her mind
the entire negotiation is typically focused on you as a person
.
Neutral Cultures (for Those from Affective Cultures):
Put down as much as you can on paper before beginning the negotiation
Remember that the other person’s lack of emotional tone does not mean that the individual is uninterested or bored
Keep in mind that the entire negotiation is typically focused on the object or proposition that is being discussed
Ask for time-outs from meetings and negotiations
1. Culture affect Leader Behavior and Leader Effectiveness
In some cultures people exhibit their emotions but not let emotion affect their making rational decisions, while in other cultures the two are intertwined.
Knowing how to communicate can greatly influence leadership across cultures.
2. The difference in effective behaviors in Trompenaars’s categories:
neutral cultures: leaders do not tend to show their emotions.
in some cultures: people exhibit their emotions but not let emotion affect their making rational decisions, while in other cultures the two are intertwined.
affective cultures: leaders tend to exhibit their emotions.
E. Cross-Cultural Leadership: Insights from the GLOBE Study
2. Conclusions:
a. Six culturally endorsed implicit leadership (CLT) dimensions:
.
Charismatic/Value-Based leadership: the ability of leaders to inspire, motivate, and encourage high performance outcomes from others.
Team-Oriented leadership: places emphasis on effective team building and implementation of a common goal among team members. ∙
Participative leadership: reflects the extent to which leaders involve others in decisions and their implementation.
Humane-Oriented leadership: comprises supportive and considerate leadership. ∙
Autonomous leadership refers to independent and individualistic leadership behaviors. ∙
Self-Protective leadership “focuses on ensuring the safety and security of the individual and group through status-enhancement and face-saving.”
b. Phase 1,2
certain attributes of leadership were universally endorsed, while others were viewed as effective only in certain cultures
the leadership attributes found to be effective across cultures
the relationship between cultural values and leadership attributes
“the greater a society’s future orientation, the higher its average GDP per capita and its levels of innovativeness, happiness, confidence, and . . . competitiveness.”.
c) Phase 3 (was completed in 2012): the relationship between the leadership behavior of CEOs and the effectiveness of their companies: CEOs tend to lead in the culturally desired style of their society.
In the most successful companies, leaders exceeded the cultural expectations of their society.
Cultural values influence leadership preferences.
Preferred leadership styles and approaches and their effectiveness across gender.
1. Concept: examining the relationships among societal and organizational culture, societal and organizational effectiveness, and leadership.
F. Positive Organizational Scholarship and Leadership
A method that focuses on positive outcomes, processes, and attributes of organizations and their members.
Consists of three subunits: enablers, motivations, and outcomes or effects.
This method outlines positive organizational actions.
G. Authentic Leadership
authentic leaders do not fake their actions; they are true to themselves and do not adhere to external expectations
authentic leaders are driven from internal forces, not external rewards
authentic leaders are unique and guide based on personal beliefs, not others’ orders
authentic leaders act based on individual passion and values
it is essential for authentic leaders to be cognizant of their duties and be true to themselves
it is imperative for the leader to sustain innovation and avoid the tendency to remain stagnant
transformational leaders may have all the characteristics of an authentic leader
I. Entrepreneurial Leadership and Mindset
1. Some of the key personal characteristics of entrepreneurs:
Some of the key personal characteristics of entrepreneurs:
be creative and be innovative
tend to break the rules and do not need structure, support, or an organization to guide their thinking
are able to see things differently and add to a product, system, or idea value that amounts to more than an adaptation or linear change
willing to take personal and business risks
+.they are opportunity seekers and are comfortable with failure
2. Others characteristics:
adventurous, ambitious, energetic, domineering, and self-confident
possess the cultural sensitivity, international vision, and global mindset
ex: Tim Cook (Apple), Richard Branson (Virgin Group), Arthur Blank (Home Depot), and Russell Simmons (Def Jam Recordings)
H. Ethical, Responsible, and Servant Leadership
1. Ethical and responsible leadership:
value- based leadership
ethical decision making
quality stakeholder relationships
ex: Aditya Narayan, president Aditya Narayan, president of ICI India
2. Servant leadership:
Servant-leaders are often seen as humble stewards of their organization’s resources (human, financial, and physical).
To be a servant-leader, one needs the following qualities: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and building community.
Seven key practices of servant leaders: self-awareness, listening, changing the pyramid, developing your colleagues, coaching not controlling, unleashing the energy and intelligence of others, and foresight.
Servant leadership instead emphasizes collaboration, trust, empathy, and the ethical use of power.
Ex: Large MNCs, such as Starbucks, have adopted aspects of servant leadership in their global operations