PowerPoint by: Mohamad Sepehri, Ph.D. Jacksonville...

PowerPoint by: Mohamad Sepehri, Ph.D.

Jacksonville University

11-1 Copyright ©2011 Pearson Education, Inc. publishing as

Prentice Hall

Chapter Learning Goals

1. Understand the complexity and the

variables involved in cross-cultural

motivation and leadership.

2. Learn to use the research on cultural

dimensions as tools to understand how to

motivate people in different cultural

contexts.

3. Become familiar with some common

features of Mexican culture and context

and how to motivate employees.


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Chapter Learning Goals

4. Understand how leadership styles and

practices vary around the world.

5. Emphasize what makes a successful “global

leader”.

6. Gain familiarity with the variables of

context, people, and situations affecting the

leadership role.


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Opening Profile: The EU Business Leader—

Myth or Reality?

The EU is now compromised of 27 nations and a

market of over 400 million people.

Differences in:

Histories and language

Government systems

Business practices

Educational systems

Religions

National cultures

Demonstrates the need for an “EU style”

leadership which will work across EU markets


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Cross-Cultural Research on Motivation

High Uncertainty Avoidance

• Suggests need for job security, low uncertainty suggests motivation by risky opportunities

High Power Distance

• Suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers


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Cross-Cultural Research on Motivation

Individualism

• Suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support

Masculinity

• Suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles


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The Meaning of Work (MOW)

Factors Most Valued About

Work

• A needed income

• Interest and Satisfaction

• Contacts with others

• A way to serve society

• A means of keeping occupied

• Status and prestige


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The Islamic Work Ethic

Laziness is a vice.

Dedication to work is a virtue.

Good work benefits one’s self and others.

Justice and generosity in the workplace are necessary for society’s welfare.

Life has no meaning without work.

More leisure time is good for society.

Human relations in organizations should be emphasized and encouraged.

One should constantly work hard to meet responsibility.


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The Needs Hierarchy in the

International Context

Managers around the world have similar

needs, but derive different levels of need

satisfaction from their jobs.

e.g., Koreans vs. Germans

Variables other than culture may be at play.

e.g., Russian managers


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The Needs Hierarchy in the

International Context

Self-actualization in the service

of society

Physiological needs

Safety

Belonging


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A Proposed Chinese

Hierarchy

Comparative Management in Focus:

Motivation in Mexico

Copyright ©2011 Pearson Education, Inc. publishing as

Prentice Hall 11-11

Family is of central

importance, but this focus

often leads to absenteeism

and turnover.

For males, the value of

work is its ability to help

them fulfill breadwinner

responsibilities.

Effective management style

is authoritative and

paternal.

Workers doubt their ability

to influence the outcome of

their lives.

Motivation occurs through

training examples,

cooperation, and subtle

shaming.

Motivation through

participation may not be

effective.

Comparative Management in Focus:

Motivation in Mexico

Authority follows the

family model

The country’s economic context

influences motivation

Fringe benefits are important


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Conflicting Motivational Techniques in

Western-Russian Joint Ventures


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EXHIBIT 11-2 Conflicting Motivational Techniques in Western-Russian Joint Ventures

The Role of Culture in Job Motivation


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EXHIBIT 11-3 The Role of Culture in Job Motivation

Reward Systems

United States

Focus on financial,

social status, job content, career, and professional

Japan

Focus on seniority,

bonuses, and permanent workers;

competition discouraged

China

Focus on social

benefits, shift to pay-for-

performance and equity-

based rewards


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The Global Leader’s Role and Environment

Global business and organizational savvy

Leaders affect motivation and behavior of employees, organizational climate

The content and context of leadership


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The Global Mindset of Successful Leaders

Personal Work Style

General Perspective


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High “cultural quotient” (CQ)

Open minded and flexible

Effective cross-cultural communicator and collaborator

Team player in a global matrix

Supports global objectives and balances global with local goals and practices

Broad system perspective Personal autonomy and

emotional resilience Change is welcomed and

facilitated Enables boundary-less

organization Operates easily in cross-

cultural and cross-functional environment

Global learning is sought and used for career development

Management Focus: Leadership

in a Digital World


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Key differences between

e-businesses and traditional

organizations

Cross-Cultural Research in Leadership

Effective leadership varies across cultures

People have accepted images of what a

leader should be.


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Culturally Contingent Beliefs Regarding

Effective Leadership Style

Country Charisma Team Self-

Protective

Partici-

pative Humane

Autono-

mous

Brazil 6.01 6.17 3.50 6.06 4.84 2.27

China 5.57 5.57 3.80 5.05 5.18 4.07

Denmark 6.01 5.70 2.82 5.80 4.23 3.79

India 5.85 5.72 3.78 4.99 5.26 3.85

Mexico 5.66 5.75 3.86 4.64 4.71 3.86

United

States 6.12 5.80 3.16 5.93 5.21 3.75


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Leadership Status and Influence differences

Across Cultures

The Dutch are skeptical about the value of leadership.

Arabs worship their leaders—as long as they are in power!

Malaysians expect their leaders to be humble, modest, and dignified.

The French expect leaders to be “cultivated”.


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The Universal Facilitators of

Leadership Effectiveness

Trustworthiness

Visionary

Inspirational and motivating

Communicative


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Universal Impediments to

Leadership Effectiveness

Being a loner and

asocial

Non-cooperative

Dictatorial


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Culturally Contingent Endorsement of

Leader Attributes

Individualistic Status-

Conscious Risk-Taking


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Comparative Leadership Dimensions:

Participation and Initiative

Managerial Initiative

0=low; 100=high

Extent to Delegate

0=low; 100=high


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USA 73.67

Sweden 72.29

Japan 72.20

Finland 69.58

Korea 67.86

Ireland 64.76

France 64.64

Austria 62.56

Italy 62.40

Canada 61.56

Spain 61.55

Greece 58.50

UK 58.25

Norway 54.50

Sweden 75.51

Japan 69.27

Norway 68.50

USA 66.23

Canada 64.38

Finland 62.92

Ireland 59.53

UK 58.95

Austria 54.29

France 53.62

Italy 46.80

Spain 44.31

Greece 37.95

The Culture Contingency in the Leadership

Process: An Integrative Model

Context Content Leader-Follower Situation

Motivation Effect

Outcomes


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