MAN 4606 Cross Cultural Management Exam 4 Study Guide Leadership Leadership The ability to get others to behave as the leader wishes them to behave Consideration a behavioral leadership style demonstrated by leaders who express friendship develop mutual trust and respect and have strong interpersonal relationships with those being led Initiating structure a behavioral leadership style demonstrated by leaders who establish well defined patterns of organization and communication define procedures and delineate their relationships with those being led OSU and UM Studies o Consideration Employee Centered Leaders express friendship Develop mutual trust and respect Strong interpersonal relationships with staff o Initiating Structure Job Centered Well defined patterns of organization and communication Define procedures Delineate relationships with staff Emphasize goals and deadlines Assign tasks and identify performance expectations Recent Findings and Insights about Leadership o Transformational leaders Visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things A variation of this is the charismatic leader Inspires and motivates employees through charismatic traits and abilities o Transactional leaders Individuals who exchange rewards for effort and performance and work on a something for something basis o Four other types of leadership are less effective than transformational leaders 1 Contingent Reward clarifies what needs to be done provides psychic and material rewards to those who comply 2 Active Management by Exception monitors follower performance and takes corrective action when deviations from standards occur 3 Passive Management by Exception intervenes in situations only when standards are not met 4 Laissez Faire avoids intervening or accepting responsibility for follower actions Foundation for Leadership o Theory X manager Believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work Believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge o Theory Y manager o Theory Z manager Believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing Cultural Variations in Leadership o Cross Cultural Leadership Insights from the GLOBE Study Leadership behavior can be categorized into 1 Charismatic Value Based captures the ability of leaders to inspire motivate and encourage high performance outcomes from others based on a foundation of core values 2 Team oriented emphasis on effective team building and implementation of common goal among team members 3 Participative extent to which leaders involve others in decisions and decision implementation 4 Humane oriented comprises supportive and considerate leadership 5 Autonomous independent and individualistic leadership behaviors 6 Self protective ensures safety and security of individual and group through status enhancement and face saving Leadership Behaviors and Styles o There are three common styles of leader behavior 1 Authoritarian leadership use of work centered behavior designed to ensure task accomplishment 2 Paternalistic leadership use of work centered behavior coupled with protective employee centered concern 3 Participative leadership use of both work or task centered and people centered approaches to leading subordinates Leadership in the International Context o Japanese Managers Japan is well known for its paternalistic approach to leadership Japanese culture promotes a high safety or security need which is present among home country based employees as well as MNC expatriates Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative than do managers in most other countries Only managers in Anglo American countries had stronger feelings in this area o Differences between Japanese and U S Leaderships Styles Senior managers process information and learn differently Japanese executives are taught and tend to use variety amplification The creation of uncertainty and the analysis of many alternatives regarding future action U S executives tend to use variety reduction The limiting uncertainty and focusing action on a limited number o Leadership in China of alternatives Is China s economic progress creating a new cadre of leaders with new leadership styles Research shows that The New Generation group scored significantly higher on individualism than did the current and older generation groups They also scored significantly lower than the other two groups on collectivism and Confucianism These values appear to reflect the period of relative openness and freedom often called the Social Reform Era in which these new managers grew up They have had greater exposure to Western societal influences which may result in leadership styles similar to those of Western managers o Leadership in the Middle East Middle Eastern leadership styles are similar to those of Western countries Western management practices are evident in the Arabian Gulf region due to close business ties with the West Many Arab managers attend Western universities and learn Western management approaches Organizational culture level of technology level of education and management responsibility were found to be good predictors of decision making styles in the United Arab Emirates There is a tendency toward participative leadership styles among young Arab middle managers as well as among highly educated managers of all ages o Leadership in India Leadership style in India must satisfy traditional roots while at the same time be effective in a high tech environment Managerial attitudes in India are similar to Anglo Americans toward capacity for leadership and initiative participation and internal control but different in sharing information and objectives Participative leadership styles are becoming more common o Leadership in Latin America within the region As globalization increases so does the transitional nature of managers In Mexico leaders tend to have authoritarian and participative behaviors Managers in Chile Argentina and Bolivia also have take an authoritarian approach Leadership styles in Peru may be much closer to those in the United States than previously assumed Power Distance o High power distance societies Organizations have clear hierarchies and