Leadership Across Culture (CP)

8/3/2019 Leadership Across Culture (CP)

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Presentation On

Leadership Across Culture

Presented By:

Ravi Shekhar Bharadwaz

Preety

Vidushi Bhardwaj

Sushma Kumari

Aditya Prakash


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The Nature of Leadership

Leadership

The process by which a person exertsinfluence over others and inspires,

motivates and directs their activities toachieve group or organizational goals.

Makes subordinates aware of the

importance of their jobs are for theorganization and how necessary it is forthem to perform those jobs as best they canso that the organization can attain its goals


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Transactional Leadership

Transactional Leaders

Use their reward and coercive powers toencourage high performancethey

exchange rewards for performance andpunish failure.

Push subordinates to change but do notseem to change themselves.


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Transformational Leadership

Makes subordinates aware of their own

needs for personal growth,

development, and accomplishment Motivates workers to work for the good

of the organization, not just for their

own personal gain or benefit


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Leadership Styles

Leadership Behaviors and Styles: Authoritarian: use of work-centered behaviordesigned to ensure task accomplishment.

Paternalistic: use of work-centered behavior

coupled with protective employee centered concern

Participative: use of both work or task centeredand people centered approaches to leading

subordinates.

Laissez-faire: The manager avoids taking actionand does not accept responsibility for the actions ofsubordinates


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Theory X and Theory Y

Managers Theory X Manager: A manager whobelieves that people are basically lazyand that coercion and threats of

punishment often are necessary to getthem to work.

Theory Y Manager: A manager whobelieves that under the right conditions

people will work hard and will seekincreased responsibility and challenge.


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Theory Z Managers

Theory Z Manager: A manager who believesthat workers seek opportunities to participatein management and are motivated byteamwork and responsibility sharing.

Combination ofTheory Y and Japanesemanagement techniques

Emphasizes mutual commitment betweenthe organization and the employee

Theory developed by William Ouchi


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Managerial Grid

Laissez-faire

Authoritarian

Participative

9, 5 Management

Style = Paternalistic


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Leadership Across Cultures

Leadership styles may vary amongdifferent countries or cultures.

European managers tend to be more

people-oriented than American or Japanesemanagers.

Japanese managers are group-oriented,while U.S managers focuses more on

profitability. Time horizons also are affected by cultures.


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The Managerial Grid

Motivating Japanese Workers Japanese workers with high achievement motivationperformed best when a participative leadership style

was used.

Japanese workers with low achievement motivation Performed best when an authoritarian leadership style was

used

By the end of the study, a participative leadership style was

the second most effective style

A laissez-faire leadership style was not effective with

either type of workers. Results for U. S. workers have been similar.


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Leadership in Japan

Japanese managers and employees have ahigh need for safety and security

Japanese managers also have a strong belief

in the ability of subordinates to take initiativeand exercise leadership Managers in English-speaking countries have an

even stronger belief in the ability of subordinatesto take initiative

Japanese executives often give ambiguousinstructions and expect subordinates to fill inthe details


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Leadership in China

Three factors used in a leadership study

Individualism: The importance of self-sufficiency

and personal accomplishments

Collectivism: willingness to subordinate personalgoals to those of the work group with an emphasis

on sharing and group harmony

Confucianism: Measured by the importance of

societal harmony, virtuous interpersonal behavior,

and personal and interpersonal harmony


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Leadership in China (2)

A new generation of Chinese managers is

emerging whose work values differ from

those of former managers

Younger managers are more individualistic than older managers

less committed to collectivism and

Confucianism than older managers


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Leadership in Middle East

Western management practices are evident in

the Arabian Gulf region due to close business

ties between the West and this oil-rich area as

well as the increasing educational attainment,often in Western universities, of Middle

Eastern managers

There is a tendency toward participative

leadership styles among young Arab middle

managers, as well as among highly educated

managers of all ages


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Leadership in US

Participative and sensitive to people

Motivating and visionary leader

Not autocratic, and considerate of others Leaders displaying tough & aggressive

behaviour is appreciated due to masculine

culture Use status symbols such as fancy offices

or expensive car to project authority


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Leadership in Europe

Most European managers tend to reflect

more participative and democratic

attitudes but not in every country

Organizational level, company size, and

age seem to greatly influence attitudes

toward leadership


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Rankings of

Leadership Attributes


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Styles of International

Leadership

(GLOBE study)

Charismatic/Value-Based leadership captures

the ability of leaders to inspire, motivate, andencourage high performance outcomes from

others based on a foundation of core values.

Team-Oriented leadership places emphasis on

effective team building and implementation of acommon goal among team members


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Styles of

International Leadership (2) Participative leadership reflects the extent towhich leaders involve others in decisions and

their implementation.

Humane-Oriented leadership comprisessupportive and considerate leadership.

Autonomous leadership refers to independent

and individualistic leadership behaviors.

Self-Protective leadership focuses on ensuring

the safety and security of the individual and

group through status-enhancement and face-

saving.


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Leadership Attributes that

Work in Most Cultures(universal)

Integrity: being trustworthy, just, honest

Having foresight and planning ahead

Being positive, dynamic, motivating,

encouraging, and building confidence

Communicating and being informed

Being a coordinator and team integrator


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Differences in Leadership

Attributes across Cultures Most other leadership attributes work well insome cultures but not in others.

Two different collectivist approaches

Nordic and Scandinavian countries: Participativeand self-protective leadership are valued most

highly.

East Asia: Charismatic/values-based and team-

oriented leadership are valued most highly.


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Leadership Across Culture (CP)

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