intern

ation

al bu

siness, 5

th edition

chapter 15leadership and employee behavior in internationalbusiness

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Chapter Objectives 1

• Identify and discuss the basic perspectives on individual differences in different cultures

• Evaluate basic views of employee motivation in international business

• Identify basic views of managerial leadership in international business

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Chapter Objectives 2

• Discuss the nature of managerial decision making in international business

• Describe group dynamics and discuss how teams are managed across cultures

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Dimensions Influencing Behavior

Attitudes

Perception

Creativity

PersonalityStress

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Personality

Personality is the relatively stable set of

psychological attributes that distinguishes

one person from another.

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What Determines Personality?

Nature Nurture

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Big Five Personality Traits

Agreeableness

Emotional stability

Openness

Conscientiousness

Extroversion

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Agreeableness

Agreeableness

High Low

Good natured,cooperative,understanding

Short tempered,Irritable,

uncooperative

The ability to get along with others

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Conscientiousness

Conscientiousness

High Low

Organized,self-disciplined,systematic

Disorganized, careless,

irresponsible

The drive to impose order and precision

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Emotional Stability

Emotional Stability

High Low

Resilient,calm,secure

Reactive, excitable, insecure

The inclination to maintain a balanced emotional state

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Extroversion

Extroversion

High Low

Sociable,talkative,assertive

Less sociable,

quiet, introverted

One’s comfort level with relationships

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Openness

Openness

High Low

Willing to changebeliefs, ideas,and attitudes

Nonreceptive to new ideasand change

One’s rigidity of beliefs and range of interests

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Other Personality Traits

Locus of Control Self-Efficacy

Authoritarianism Self-Esteem

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Locus of Control

Internal External

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Self-Efficacy

Self-efficacy indicates a person's beliefs

about his or her capabilities to perform a task.

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Authoritarianism

Authoritarianism is the extent to which an individual believes that power and status differences

are appropriate within hierarchical social systems like

business organizations.

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Self-Esteem

Self-esteem is the extent to which a person believes that

he or she is a worthwhile and deserving individual.

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Attitudes across Cultures

Job satisfaction

Organizationalcommitment

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Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers

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Perception

Perception is the set of processes by which an

individual becomes aware of and interprets information

about the environment.

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Stress

Stress is an individual's response

to a strong stimulus.

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Theories of Motivation

Need-basedmodels

Process-basedmodels

Reinforcementmodel

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Need-Based Models

• Maslow’s Hierarchy of Needs

• McClelland’s Learned Needs Framework

• Herzberg’s Two-Factor Theory

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Maslow’s Hierarchy of Needs

Self-actualization

Self-esteem

Social

Security

Physiological

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McClelland’s Learned Needs Framework

Need for achievement

Need for affiliation

Need for power

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Herzberg’s Two-Factor Theory

Hygiene factors

Motivatorfactors

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Expectancy Theory: A Process-Based Model of Motivation

Expectancy theory suggests that people are motivated

to behave in certain ways to the extent that they perceive that such

behaviors will lead to outcomes they find personally attractive.

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Reinforcement Model

• Behavior that results in a positive outcome will likely be repeated under the same circumstances in the future

• Behavior that results in a negative outcome will result in a different choice under the same circumstances in the future

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Leadership

Leadership is the use of noncoercive influence to shape the goals of a group or organization, to motivate behavior toward reaching

those goals, and to help determine the group or organizational culture.

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Table 15.2 Differences between Leadership and Management

Activity Management Leadership

Creating an agenda Planning and budgeting. Establishing detailed steps and timetables.

Establishing direction. Developing vision.

Developing a human network for achieving the agenda

Organizing and staffing.

Establishing structure.

Aligning people. Communicating direction.

Executing plans Controlling and problem solving. Monitoring results.

Motivating and inspiring. Energizing people.

Outcomes Produces predictability and order.

Produces change.

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Figure 15.2 The Role of Managers Varies across Cultures

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Models of Decision Making

Normative

Descriptive

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Figure 15.3 Models of the Decision-Making Process

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Steps in the Normative Model

Problem recognition

Identifying alternatives

Evaluating alternatives

Selecting the best alternative

Implementation

Follow up and evaluation

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Characteristics of Mature Teams

• Develops a well-defined role structure

• Establishes norms for members

• Promotes cohesiveness

• Includes informal leaders