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The Challenges and Styles of Global Leadership

Explore the skills, traits, and behaviors of successful leaders in a multinational company and learn about the different leadership styles in various cultural contexts. Discover the impact of transformational leadership and the importance of cultural sensitivity in global leadership.

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The Challenges and Styles of Global Leadership

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  1. INTRODUCTION • Leadership: influencing group members to achieve goals • Excellent leaders: motivate their employees to achieve more than minimal requirements • The challenges of leadership in a multinational company

  2. GLOBAL LEADERS • Have skills and abilities to manage people from diverse backgrounds • Cosmopolitan • Skilled at intercultural communication • Rapid acculturators

  3. Know local cultures and social institutions • Facilitate subordinates’ intercultural performance • Use cultural synergy • Promote and use the growing world culture

  4. THREE CLASSIC MODELS: A VOCABULARY OF LEADERSHIP • Leadership traits • Leader behavior • Contingency leadership models

  5. LEADERSHIP TRAITS • Trait models of leadership: Are leaders born or made? • The great person theory

  6. TRAITS OF SUCCESSFUL U.S. LEADERS • Higher intelligence/self confidence • More initiative/assertiveness/ persistence • Greater desire for responsibility and influence • Greater awareness of the needs of others

  7. U.S. PERSPECTIVES ON LEADERSHIP BEHAVIORS • Two major types of leadership behaviors 1. Initiating structure: task-centered leaders • Give directions, establish standards

  8. 2. Focus on social and emotional needs of employees: consideration or person- centered leaders

  9. LEADER DECISION MAKING STYLES • Autocratic • Benevolent • Democratic • Consultative or participative leadership style

  10. WHICH STYLE OF LEADER BEHAVIOR IS BEST? • It all depends • Contemporary views: challenge the assumption that one style of leadership behavior fits all situations

  11. JAPANESE LEADERSHIP Performance-Maintenance (PM) Theory • Performance function (P) • Similar to task-centered • The maintenance function (M) • Similar to person-centered • PM leader focuses on influencing groups

  12. CONTINGENCY THEORIES • Assumption: • Different styles and different leaders are more appropriate for different situations

  13. FIEDLER ON LEADERSHIP • Success depends on: 1. Leader/subordinates relationships 2. Subordinates' tasks 3. Power of the leader • Effectiveness = style matches situation

  14. PATH-GOAL THEORY • Identifies four types of leadership styles • Directive • Supportive • Participative • Achievement-oriented

  15. PATH-GOAL THEORY FITS • Subordinates • High achievement needs = achievement-oriented ldr. • High social needs = supportive ldr. • Job unstructured = directive or achievement-oriented ldr.

  16. THE NATIONAL CONTEXT CONTINGENCY MODEL

  17. EX14.8 PREFERRED LEADERSHIP TRAITS

  18. NATIONAL CONTEXT AND LEADER BEHAVIORS • Regardless of cultural background, leaders use both person and task-centered behaviors • Different behaviors communicate leadership style • Different tactics preferred

  19. EX 14.9 PREFERRED LEADER INFLUENCE TACTICS

  20. NATIONAL CONTEXT AND SUBORDINATE EXPECTATIONS • Differences in legitimate prerogatives of leadership • High power distance - autocratic leadership • Low power-distance - leader be more like them

  21. Strong masculinity norms - more authoritarian leadership • Strong uncertainty avoidance norms - subordinates expect the leader to provide more direction

  22. EX 14-11 PREFERENCES FOR THE “SPECIFICS” LEADER

  23. CONTEMPORARY LEADERSHIP PERSPECTIVES: MULTINATIONAL IMPLICATIONS

  24. TRANSFORMATIONAL LEADERSHIP • Two basic forms of leadership • Transactional • Transformational

  25. TRANSFORMATIONAL LEADERSHIP • Articulates a vision • Breaks from the status quo • Provide goals and a plan • Gives meanings/purpose to goals • Take risks/motivated to lead • Builds a power base • Demonstrates high ethical/moral standards

  26. ATTRIBUTIONS AND LEADERSHIP • Leaders make attributions regarding subordinates • If internal attribution - leader tends to correct or reward the worker • If external attribution, the leader modifies the work environment

  27. THE CULTURAL CONTEXT AND SUGGESTED LEADERSHIP STYLES

  28. EX 14.13 LEADERSHIP AND JOB PERFORMANCE OF U.S. MANAGERS IN THE U.S. AND H. K.

  29. NATIONAL CULTURE AND LEADERSHIP STYLE

  30. CONCLUSIONS • Multinational managers strive to become global leaders • A complex array of cultural, social, and institutional issues face the global leaders of today

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