PowerPoint by:Mohamad Sepehri, Ph.D.

Jacksonville University

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

Chapter Learning GoalsChapter 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.

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.

11-2Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall

Chapter Learning GoalsChapter 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.

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.

11-3Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall

Opening Profile: The EU Business Leader— Myth or

Reality?

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 for an “EU style” leadership which will work across EU markets

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 for an “EU style” leadership which will work across EU markets

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Cross-Cultural Research on Motivation

Cross-Cultural Research on Motivation

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Cross-Cultural Research on Motivation

Cross-Cultural Research on Motivation

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The Meaning of Work (MOW)The Meaning of Work (MOW)

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The Islamic Work EthicThe 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.

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

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

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

The Needs Hierarchy in the International Context

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A Proposed Chinese

Hierarchy

Comparative Management in Focus: Motivation in MexicoComparative Management in Focus: Motivation in Mexico

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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.

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.

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 MexicoComparative Management in Focus: Motivation in Mexico

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Conflicting Motivational Techniques in Western-Russian

Joint Ventures

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

The Role of Culture in Job Motivation

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EXHIBIT 11-3 The Role of Culture in Job Motivation

Reward SystemsReward Systems

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The Global Leader’s Role and Environment

The Global Leader’s Role and Environment

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The Global Mindset of Successful Leaders

The Global Mindset of Successful Leaders

Personal Work Style Personal Work Style

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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

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

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

Management Focus: Leadership in a Digital World

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Key differences between e-

businesses and traditional

organizations

Cross-Cultural Research in Leadership

Cross-Cultural Research in Leadership

Effective leadership varies across cultures.

People have accepted images of what a leader should be.

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

Culturally Contingent Beliefs Regarding Effective Leadership

StyleCount

ryCharis

ma TeamSelf-

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

Leadership Status and Influence differences Across Cultures

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The Universal Facilitators of Leadership Effectiveness

The Universal Facilitators of Leadership Effectiveness

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Universal Impediments to Leadership Effectiveness

Universal Impediments to Leadership Effectiveness

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Culturally Contingent Endorsement of Leader

Attributes

Culturally Contingent Endorsement of Leader

Attributes

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Comparative Leadership Dimensions: Participation and

Initiative

Comparative Leadership Dimensions: Participation and

InitiativeManagerial Initiative

0= low; 100=high

Extent to Delegate0= low; 100=high

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The Culture Contingency in the Leadership Process: An

Integrative Model

The Culture Contingency in the Leadership Process: An

Integrative Model

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