© 2005 Prentice-Hall, Inc. 11-1 Chapter 11 Leadership.

© 2005 Prentice-Hall, Inc.

11-1

Chapter 11

Leadership


11-2

Learning Objectives

Define leadership Understand the relationship between

culture and leadership Discuss the theory of leader legitimacy

and its practical importance Describe typical leadership patterns in

different cultures


11-3

Learning Objectives

Understand the implications of Project GLOBE for cross-cultural leadership

Identify issues that affect women becoming leaders in various cultures

Consider ways that leadership is becoming more similar or different because of changes in organizations worldwide


11-4

Leadership

The influential increment over and above mechanical compliance with routine directives of the organization


11-5

Culture and Leadership

National cultureInfluences leadershipComplex relationship between

national cultural values and actual behavior in organizations

Political cultureValues of national political system

affect organizational leadership


11-6

Culture and Leadership

Organizational cultureLeaders can create, maintain, and

change organizational cultureCulture places constraints on leaders

and shapes their behavior.


11-7

Leadership Theories U.S. theories may not have global

application Theory X and Y

Leadership and management styles vary according to assumptions about human nature

Ambivalent LeadershipProduced by a culture with

contradictory norms and values


11-8

Cultural Assumptions of Leaders About Workers

Labor relations reflect key assumptions about human nature

Europe Labor relations political Based on greater social class distinctions

between workers and management or ownership than in U.S.

Government takes more direct role in regulating labor and management and in responsibility for worker social security concerns

Because of long history of unions, higher degree of acceptance and integration of them into the economy than in the U. S.


11-9

Cultural Assumptions of Leaders About Workers Japan

Firm organizes and usually controls union

Unions responsible in negotiations, abide by their contracts, strikes quite rare

South America Close relationship between unions and

government Many rights and benefits for workers

codified in law


11-10

PM Leadership Theory

Developed in Japan P - performance function M - maintenance function Effective leader emphasizes both

functions Leadership functions in different ways

from situation to situation Elements of culture in which leadership

takes place Specific contexts within a culture


11-11

NT Leadership Theory

Developed in India Two dimensions of effective leader

behaviorNurturance (N)Task (T)

Preferred leadership style provides Nurturant and Task behaviors simultaneously


11-12

Differences in Leadership Theories Western social and positivist social

science methods influenced the development of PM Theory

Focus on two characteristics of leader behavior in the PM and NT theories similar to focus on task and maintenance functions found in U.S. leadership theories

Difference between the PM and NT leadership theories and those developed in U.S. is cultural context conceptualized as part of theories


11-13

Social Bases of LeaderLegitimacy

Weber’s Theory of Leadership Traditional authority

Characteristic of Asian societies Rational authority

Underpins bureaucratic organizations Charismatic authority

Can erupt in all societiesMost appropriate type for leaders in developing countries


11-14

Leadership and Ethics

Leaders set moral and ethical standards for organization

Rational authority less ethical obligation than traditional and charismatic authority, but leadership based on rational authority still has legal and ethical requirements to meet


11-15

Transformational Leadership

Acts as teacher, role model, and inspirational figure to create conditions under which subordinates enthusiastically contribute to organization

Focus on non-routine aspects of organization


11-16

Leadership and Meaning

Leaders create symbolic meaning systems

Leaders interpret and shape larger culture to needs of organization


11-17

Overseas Chinese Leadership Legitimacy of leader derives from

patrimonial loyalty Variation in Mainland Chinese leadership

ranges from managerial practices based on traditional values, continuation of key elements of communist industrial system, and modern capitalist management

Overseas Chinese leadership style continues tradition of patriarchy


11-18

French Administrative Leadership Unequal distribution of power and

centralized decision making Consistent with bureaucratic rationality French organizations have more levels of

hierarchy, more lateral segmentation into departments and work groups

Many French companies paternalistic, hierarchical, but French multinational corporations increasingly decentralizing


11-19

Project GLOBE

Major long-term multi-phase, multi-method research project to study cross-cultural leadership differences and similarities among countries


11-20

Global Leader Behavior Dimensions Transformational-charismatic

Decisive, performance-oriented, a visionary, an inspiration to subordinates, willing to sacrifice for the organization

Team-oriented Integrator, diplomatic, benevolent,

collaborative attitude about team Self-protective

Self-centered, status conscious, conflictual, procedural, a face saver


11-21

Global Leader Behavior Dimensions

ParticipativeDelegator, encourages subordinate

participation in decisions Humane

Modest, compassionate Autonomous

Individualistic, independent, autonomous, unique


11-22

GLOBE Cultural Dimensions

Uncertainty avoidance Extent to which members of an

organization or society strive to avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of future events

Power distance Degree to which members of an

organization or society expect and agree that power should be unequally shared


11-23


Societal collectivism Degree to which organizational and

societal institutional practices encourage and reward collective distribution of resources and collective action

In-group collectivism Degree to which individuals express

pride, loyalty, and cohesiveness in their organizations or families


11-24


Gender egalitarianismExtent to which an organization or

a society minimizes gender role differences and gender discrimination

AssertivenessDegree to which individuals are

assertive, confrontational, and aggressive in social relationships


11-25


Future orientation Degree to which individuals engage in

future-oriented behaviors such as planning, investing in the future, and delaying gratification

Performance orientation Extent to which an organization or society

encourages and rewards performance improvement and excellence

Humane orientation Degree to which individuals encourage and

reward others for being fair, altruistic, friendly, generous, caring, and kind


11-26

The Meaning of Project GLOBE Findings Because each culture varies, actual

leadership and leadership preferences of each culture vary

Approach to leadership based on cultural values and differences in leader behavior should inform global manager's selection of leaders for specific international assignments


11-27

The Meaning of Project GLOBE Findings

International managers should interact with managers from another culture in ways that correspond with preferred leadership style in that country

Strong and universal endorsement of charismatic-transformational leadership


11-28

Women as Leaders

In many parts of the world, women occupy secondary role compared to men, particularly in leadership positions in organizations

Participation of women in managerial positions worldwide is likely to increase as modernization and globalization progress


11-29

Convergence or Divergence? Most countries

have preference for charismatic and transformational leadership

Global corporations can change leadership in other countries

Resistance of national cultures to new styles of leadership


11-30

Implications for Managers

Understanding leadership important since all managers perform leadership functions

Need to assess other cultures to understand what can be changed and what is immutable

Charismatic or transformational leadership styles appropriate for large organizational change efforts

© 2005 Prentice-Hall, Inc. 11-1 Chapter 11 Leadership.

Documents

Transcript of © 2005 Prentice-Hall, Inc. 11-1 Chapter 11 Leadership.