Organizational Behavior

1. Organizational Behavior Leadership Across Cultures

2. What is Leadership? Definition The process of influencing people to direct their efforts toward the achievement of some particular goal or goals. Effective leadership involves the ability to inspire and influence the thinking, attitudes, and behavior of people (i.e. to motivate). Leadership theories Theories X, Y and Z Leadership Styles Transformational Leadership

3. Theories X, Y and Z Articulate fundamental beliefs (assumptions) about the nature of people: Theory X – people are basically lazy; coercion and threats of punishment often are necessary to get them to work Theory Y – under the right conditions people not only will work hard but will seek increased responsibility and challenge Theory Z – workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing

4. Authoritarian Leadership

5. Paternalistic Leadership

6. Participative Leadership

7. Likert’s Styles of Leadership System 1 – Exploitative Autocratic Little trust or interaction; top-down; physiological and security needs as motivators; top-down System 2 – Benevolent Autocratic Master-servant; policing through fear; motivation through economic and some ego needs; top-down with opportunity for comment System 3 – Participative Substantial trust and moderate interaction; discussion of goals/orders; use of higher order motivations System 4 – Democratic Complete trust and extensive interaction; participatory decision-making; motivation for self actualization

8. Transformational Leadership Transformational leaders are characterized by four interrelated factors: Idealized Influence – charismatic and admired; able to enhance pride, loyalty, and confidence, and align followers with a common purpose or vision Inspirational Motivation – extremely effective in articulating their vision, mission, and beliefs Intellectual Stimulation – lead others to question old paradigms and accept new views of the world Individualized Consideration – able to diagnose and elevate the needs of each of their followers

9. Leadership Style What is your leadership style?

10. Average Leadership Scores by Gender

11. Distribution of Leadership Styles

14. Leadership in the International Context How do leaders in other countries attempt to direct or influence their subordinates? Are their approaches similar to those used in the United States? Do effective leaders, regardless of their country culture of job, act similarly? Will processes of globalization and economic development result in a greater convergence of leadership styles across cultures?

15. European Leadership Practices Most European managers tend to reflect more participative and democratic attitudes – but not in every country French and Germans prefer more authoritarian approach Organizational level, company size, and age seem to greatly influence attitudes toward leadership Younger leaders, when surveyed in the 1960s and 1970s, were more participative than their elders, suggesting that European managers today may be more participative than in the past

16. Japanese Leadership Approaches Japan is well known for its paternalistic approach to leadership: Japanese culture promotes a high safety or security need Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative than do managers in most other countries – only managers in Anglo-American countries had stronger feelings in this area Japanese managers promote uncertainty and the analysis of many alternatives (variety amplification); American managers limit uncertainty and focus action on a limited number of alternatives (variety reduction)

17. Middle Eastern and U.S. Leadership Styles

18. Middle Eastern and U.S. Leadership Styles

19. Leadership in China The “New Generation” group scored significantly higher on individualism than did the current and older generation groups scored significantly lower than the other two groups on collectivism and Confucianism The “New Generation” group grew up in period of relative openness and freedom, often called the “Social Reform Era” had greater exposure to Western societal influences

20. Summary GLOBE findings Cultural values influence leadership preferences Generally congruent, but sometimes seen as mitigating cultural attributes (e.g. preference for Humane-Oriented leadership in assertive cultures) At the same time, there appears to be more considerable universalism in leadership Globalization is resulting to some degree in a convergence of work values. A participative approach appears to be gaining in popularity across cultures, may become more important as countries advance economically