Leadership Across CulturesSlide 2Slide 3Foundation for LeadershipSlide 5Slide 6Slide 7Leader–Subordinate InteractionsSlide 9Slide 10Likert’s Systems or Styles LeadershipSlide 12The Managerial GridLeadership in the International ContextSlide 15Slide 16Slide 17Slide 18Clusters of Countries in the Haire, Ghiselli, and Porter StudySlide 20Slide 21Slide 22Slide 23Slide 24Productivity of Japanese Groups with High-Achievement Motivation under Different Leadership StylesProductivity of Japanese Groups with Low-Achievement Motivation under Different Leadership StylesSlide 27Slide 28Slide 29Differences in Middle Eastern and Western ManagementSlide 31Slide 32Recent Findings and Insights About LeadershipSlide 34Slide 35Slide 36Slide 37An Optimal Profile of Universal Leadership BehaviorsQualities Most Demanded in Advertisements for European ExecutivesSlide 40Rankings of the Most Important Leadership AttributesSlide 42Slide 43Leadership Tips for Doing Business in Affective and Neutral CulturesSlide 45Slide 46Slide 47Slide 48Slide 49Slide 50CaseChapter13Leadership Across CulturesThe specific objectives of this chapter are:1. DESCRIBE the basic philosophic foundation and styles of managerial leadership2. EXAMINE the attitudes of European managers toward leadership practices3. COMPARE and CONTRAST leadership styles in Japan with those in the United StatesChapter13Leadership Across Cultures4. REVIEW leadership approaches in China, the Middle East, and developing countries5. EXAMINE recent, research and findings regarding leadership across culturesThe specific objectives of this chapter are:Chapter13Leadership Across Cultures6. DISCUSS the relationship of culture clusters and leader behavior on effective leadership practices including increasing calls for more responsible global leadershipThe specific objectives of this chapter are:4Foundation for LeadershipPhilosophical Background: Theories X, Y, and ZA manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.Theory X ManagerTheory X Manager5Foundation for LeadershipPhilosophical Background: Theories X, Y, and ZA manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.Theory Y ManagerTheory Y ManagerTheory X ManagerTheory X Manager6Foundation for LeadershipPhilosophical Background: Theories X, Y, and ZA manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.Theory Z ManagerTheory Z ManagerTheory Y ManagerTheory Y ManagerTheory X ManagerTheory X Manager7Foundation for LeadershipLeadership Behaviors and StylesParticipative LeadershipParticipative LeadershipAuthoritarian LeadershipAuthoritarian LeadershipPaternalistic LeadershipPaternalistic LeadershipThe use of work-centered behavior designed to ensure task accomplishment.The use of work-centered behavior coupled with a protective employee centered concern.The use of both work- or task-centered and people centered approaches to leading subordinates.8Leader–Subordinate InteractionsLeader–Subordinate InteractionsMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 13–1: Leader–Subordinate InteractionsAuthoritarian LeaderSubordinate Subordinate SubordinateOne-way downward flow of information and influence from authoritarian leader to subordinates.9Leader–Subordinate InteractionsLeader–Subordinate InteractionsMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 13–1: Leader–Subordinate InteractionsPaternalistic LeaderSubordinate Subordinate SubordinateContinual interaction and exchange of information and influence between leader and subordinates.10Leader–Subordinate InteractionsLeader–Subordinate InteractionsMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 13–1: Leader–Subordinate InteractionsParticipative LeaderSubordinate Subordinate SubordinateContinual interaction and exchange of information and influence between leader and subordinates.11Likert’s Systems or Styles LeadershipLikert’s Systems or Styles LeadershipAdapted from Figure 13–2: Likert’s Systems or Styles Leadership12Likert’s Systems or Styles LeadershipLikert’s Systems or Styles LeadershipAdapted from Figure 13–2: Likert’s Systems or Styles Leadership131 2 3 4 5 6 7 8 9 Concern for People/RelationshipsHighLow1 2 3 4 5 6 7 8 9Concern for Production/TaskHighLowThe Managerial GridThe Managerial GridMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 13–2: The Managerial Grid1,1 Management StyleExertion of minimum effort to get required work done is appropriate to sustain organization membership9,1 Management StyleEfficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree5,5 Management StyleAdequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level9,9 Management StyleWork accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect1,9 Management StyleThoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere and work tempo14Leadership in the International ContextHow do leaders in other countries attempt to direct or influence their subordinates? Are their approaches similar to those used in the United States? Research shows that there are both similarities and differences – most international research on leadership has focused on Europe, East Asia, the Middle East, and developing countries such as India, Peru, Chile, and Argentina.15Leadership in the International ContextAttitudes of European Managers Toward Leadership PracticesCapacity for Leadership and InitiativeCapacity for Leadership and InitiativeEuropean managers tend to use a participative approach. Researchers investigated four areas relevant to leadership.Does the leader believe that employees prefer to be directed and have little ambition? (Theory X)OR Does the leader believe that characteristics such as initiative can be acquired by most people regardless of their inborn traits and