Crosscultural Leadership And Motivation

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Cross-cultural Leadership And Motivation

• Chapter Twelve

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Learning Objectives

• Understanding how culture impacts leadership
  style.
• Understanding that American-based leadership
  theories do not have global application.
• Understanding the traits, abilities, and
  behaviors leaders require in varying
  international strategic situations.

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Learning Objectives

• Understanding how culture affects motivation.
• Understanding that American-based motivation
  theories do not have global application.

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Application Of U.S. Based LEARDERSHIP Theories

• These theories advance the notion that
  participative leadership behavior is more
  effective than authoritarian leadership.

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Application Of U.S. Based LEARDERSHIP Theories

• For example Douglas McGregors theory X versus
  theory Y manager.
• However, it may be more applicable in small power
  distance cultures, such as the united states and
  Denmark.
• In large power distance cultures employees tend
  to expect authoritative leadership such as
  France, Mexico, Spain, and turkey.

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Application Of U.S. Based LEARDERSHIP Theories

• Relationship-oriented and task-oriented
  leadership.
• Relationship-oriented leaders place much more
  emphasis on maintaining a good relationship with
  their subordinates than they do on the
  performance of tasks and vice versa for
  task-oriented leaders.

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Application Of U.S. BASED LEARDERSHIP THEORIES
(Continued)

• Initiating structure and consideration.
• Leadership behavior, which is similar to task and
  relationship orientations consist of initiating
  structure, which refers to the leaders efforts
  in organizing and getting things done, and
  consideration, which relates to the extent of
  trust, friendship, respect, and warmth that a
  leader extends to subordinates.

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Japanese Pm Theory Of Leadership

• Building on the American task and relationship
  leadership ideas, during the past few decades,
  the Japanese have developed their own theory,
  labeled the PM theory of leadership.
• P stands for performance.
• M for maintenance.
• In Japanese PM leadership, the P refers to
  leadership oriented toward forming and reaching
  group goals, and
• M refers to leadership oriented toward preserving
  group social stability.

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Type of Leader Needed
Implementor x x x
Managerial Strategy Expatriate to create a new
subsidiary abroad Expatriate to operationlize the
new subsidiary Expatriate to train locals for
managerial positions Expatriate to transfer
autonomy to local managers Home-office manager to
monitor subsidiary activities Expatriate/local
manager to solve crisis in subsidiary Expatriate/l
ocal manager to operationlize solution Local
manager to carry out activities under conditions
of stability
Pacifier x x
x
Innovator x x
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Cross-cultural Motivation

• Theory T and theory T.
• According to Hofstede, the American assumptions
  do not apply in the collectivist (low
  individualism), large power distance.

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Cross-cultural MotivationSoutheast Asian
assumptions

• Work is a necessity but not a goal itself.
• People should find their rightful place, in peace
  and harmony with their environment.

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Cross-cultural Motivation

• Absolute objectives exist only with god. In the
  world, persons in authority positions represent
  god, so their objectives should be followed.
• People behave as members of a family and/or
  group.
• Those who do not are rejected by society.

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CHING-BASED EXPANSION OF MASLOWS NEED HIERARCY
MASLOWS STAGES I-CHING STAGES
The addition of the social Interaction Paradigm
of Human Cooperative
9. Multidimensional Development 8. Social
Altruism 7. Social contribution 6. Social
Awareness
Multiple Dragons without a Leader 6.
Dragon too high with sorrow 5. Dragon in the
sky 4. Beside the Cliff
Maslows Theory of Human Motivation
5. Self-Actualization 4. Esteem 3. Love and
Belongingness 2. Safety 1. Physiological Needs
3. Action and Untiring practice 2. Dragon
sprouting, enlightened by leaders 1. Dragon in
Dormancy