MGT340 - Week 7 Notes
MGT340 - Week 7 Notes MGT 340 100
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This 12 page Class Notes was uploaded by Rose_Esqui on Monday October 19, 2015. The Class Notes belongs to MGT 340 100 at Pace University - New York taught by Hwang in Fall 2015. Since its upload, it has received 41 views. For similar materials see International Management in Business, management at Pace University - New York.
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Date Created: 10/19/15
Chapter 13 Leadership Across Cultures 1 Foundation for Leadership A Leadership 1 The process of in uencing people to direct their efforts toward the achievement of some particular goals or goal B The ManagementLeader Paradigm 1 Managers may provide leadership amp leaders perform management functions but managers don t perform the unique functions of leaders II Perceived Differences Managers v Leaders A Table 13 1 Pompoiued D orenooo managers Loaders Loader3 Ear loom okiillo memosaw Harbor innate oliaraotriarioijos 39Ilallro taro of whoro iyou aro ring you Eo now horirooo aromaa Motivate Point out flame to improve on Glue reoogoltim for good work Deal with oomploxiw Deal Wi tl l ambiguity are fools fioooro re dooioioo makers Foouo on offioloooy Focus om o oori uooooo re giveo irriroooltioto aumori tyr Earn reapom through oot39iooo Follow eomoow o okjootwoo Sort new otooooo o Home orooo r vision Harare Lanuro 1larioi om Elio thingo right Do the right things III Foundation for Leadership Theories X Y amp Z A Theories X Y amp Z 1 Theory X manager a Believes that people are basically lazy and that coercion amp threats of punishment often are necessary to get them to work 2 Theory Y manager a Believes that under the right conditions people not only will work hard but will seek increased responsibility amp challenge 3 Theory Z manager a Believes that workers seek opportunities to participate in management amp are motivated by teamwork and responsibility sharing B Russian Managerial Beliefs About Work International Management Page 1 Thhil 11312 Hulnl 1 Hanamrllnl allth J1 Hilli39iniliii jiii T i ii i 39i39ui39narii can EH ma nil n Imnin ul lw39m j39alLI 39E rluuld uh u u m Limlm EII bl JIIl I I39l39a 39 i39dll39lli TEN mr i laci cairn hi Humanimus 39i39il ur l illl lull I11EIBI a nl39rilluu ii ni39 rlls ih l ll l nll w aa ih i Inna l human 3 abili i In 39i39il lslr l mn lavu a I1 ili l39ll 11 Eml lI praluz mizwr ii39d39 rt Ihaulcl amnb39ll a ITI 39isD Imamu Flaw thini5 39i39il urlil an ll i d IRE Illw 13quot I1unmw l u1FillmanE ililll il li urn hi Iiiil aili Elmirainking rm hair h nl bizring TEN i lL39F Ilhtrulld EH l Helmum I HEW i li l i li EL erganui ati ira l Burial an39wiwmzl gull hf3 jiiE ii IEEi39yl ir pqr ggnq in mm wwwggqnj ri Wurhin Willa i ruu rial LEI39HIT El lil39l WilhEI ilil aliasinnl I ii IJHM m INC55393quot rob the 34351 13 Mi l39 39 ll l i39i Wh i all Liawk magnatew new Taniu Iiiiii Liaquot ild salad151 Disiiiqu Elmu uah uE l llllw E1 iiaim ill39t in nil gr u n39l39llairm Tim wonl I1 IJl ui HUGE hingmum gram nun ii39 mungin ation nial5 miributizlm 15 than darnup il Hun Emall immul nnt Elving ahaMil Earlah Hawk Wurh iii llsEl LIL I39uiaEal Edainlay il1ErF1E 4 WILLTh EUin i imilg i r li mallm Harlin n 1mm lv 13m iiiind in iil i 39T Lani eonHim a Whirl2quotquot iquotmari Hairyd aharm f FI ruin Iiim harmHIquot n shi inh lagf 1 rrikingnnua BurHing an hrl drawn than W in llmining Ihlli ndwiqm ier Ml i ii39 A lm lll El awi daumrmJnll39luln lilIl w llm WEIEl IngramFur mneaib5llh FEEM afarLila Inga or39i Ii ldi Maiapanda m f39 Italil39iuiFij H munh marsIain Eill Ill lil i ti 39lmriism f l39 i rh iqm Ilurni iiquot HaitiyuiFiTl lumiii 39 i Tina wwr iin citIlla ih dl l 511mm Ilap in runniin I i lpa EnsignImus he hm w Fuld39i HI Iainhiking hami mm rural g imp iri mangrgny hmn r iilll il ILiIFI lhnuld hiv prim martinl inn I39l39l lCil39h i elliinn nb ui pruleaEim nalicing artr7 mum iriheini39nmarn WorkHi slurmm Lue nrw agn m on Ihe board LU Jim2mm u39 moo imam E Leninure Ethil l rm lz il39iI J rd mm Iiialmlnln ii quotxiii I nnd Ell39lilt a ll Muirall laminar In39rnm in aquad Eur pillsFilm ill39lEFi fIJIid ii iIim iirni ii hurl5 Hagi mail1399 lFlj EmiiurrPlamm tugliwi39liilm III mana in ar mnta i l nn wrh THE Wining Ir lle n39i nwamd I Ii39lfil39 iar warnswail in in has lrmurlgacl Fa M il iil 3 39llzinil Liehill 1139 IwunEIIpria aymhir n l39llIil ll39p bunn i lm 39Llhm ri h zll39lFJ pamrilul Ti ltlll flit 1J3 mid I39liilbe quothj 39 If Equot lill39lfl39lfbkjll371 39L39l C39f l39wkr 39i39ii r ml39l milE chair lllir uuhn l 11II 9651 mid rmmn d ax tail na c imiw FRIJ Tim worth an Izl aun latmini chased1 ii gimmemed Er thi rim Em Illainn inc11F tamErin 39i39ii39minIJ39IE39Iv palsph clarep39 tani5 Fair ll39liri call Eli hurdll li 191 Ii hllE in 39l 39lim W ll f IIRI Tim39 mJq ala hirrwi rmu Win ia dcnia lin Iotawhim sel sh my I Harmmi Clt ii H rualrl 1m m i Hananng disagreeII l ni39l HartPugh niteEl I n mnn1ni W i tic i39il39i inn9mm 3111 53 ir ldwwju rliyw w Lim I39Iaillrd iii Elii Bi LiIiw 39Iu 39lfm lia may plead1W4 El n ll39ii ri ll39LI39Ili an i H39 ilil l ailHum i i39l39l39i nil Ihim s39m1agrrizga i39i39IF lbll l ll iii Iil39i 39a39a Julimm 41 Fir39liuip 39liehl mu Wh w all MEIMIEiwlil wd awakeya if Euulalwlfu urauiul lad9 bu wall nunElm ill lamprut fluulnar in him Ighr wall5 Sawth aphid Ilurn Ellsill M F39u lhr Duiml J I39 uEar y Hid khanhr I Nunluv Fluuiimn ll uI39IiI Ilwrlquot Emiliaha IlL39F LIE I39E39 rh Elmaland Eh VE39ImnIEItw 39Ix Jainrm mFW39IH 53a 39a Q l I EEEITE p RISE IV Leadership amp Behaviors amp Styles A There are three common st les of leader behavior 1 d use of workcentered behavior designed to ensure task accomplishment a Whole focus on work b Em lo ee needs amp welfare is irrelevant 2 use of workcentered behavior coupled with protective employee centered concern a Focus on work b quotFatherlikequot environment c Cares for em lo ee needs amp welfare 3 d use of both work or task centered and people centered approaches to leading subordinates a Seeks subordinate views to help lead b Even balance between work focus amp employee welfare B LeaderSubordinate Interactions International Management Page 2 Auth trif riam Leader I39 ELIhE i il t Suhardlinam Eu b ifdjll ll t neway aw ward Iflnw nf intfurrna ltimn and influence frum authoritarian leader in ELI burElli n mam Pata rnalliEIIii Leader r i l39 Eubnareizlilnta Subordinat Eu h if jl l t Semi nal Interaetion 3an exchange of il tf rmation and in uence tramMn Inadwarf a rarcl 5 Ln hairdi n rutES Fartquot iap tiu Leader jl 1 Subordinate 39 E b Fdli fE 394 r Eu hardin tt 1 Guntinlusnll int r ntian and EHGHEIHQIE 11 infarmatinn and il iifIUEIIl i E brownieElm I iEEIIquot and suburdi nm runcl batwnnin u Smartzm apte firelm iehazr M Hrs ag 311 Modem Human RamHons 211 Work EH ad FL W ikT i Harmun 231232 121 Em C The Managerial Grid 1 hard inning 1 I I I I I I H h 19 swig are Man gmmgrnt Equoter quotquot3quot 5quot 39l39hcauhtful attentiveInt m FIEads m Workamm n il i nm m i5 from hoopla for satis ting F laii a hlil i ve m mitten1 panama intasrdapgne aneg Inacl m a wqurtabllm friendly through a quotnmmmun 513 has in mga niz lji n tm phem and Errganaiz timn purposive lands m work tnmanna mtltl glhl g m trust and mapaet 3 E a r E E Managummntt Enda Adiaqlum nrgaamiz mi n Ipar fmmanma is p ihl 39 ii ugl i halll i the E Eri39w to t out work with quotg 5 maintaining marsIE of p pll at asetwm d nmw laveI E E 5 ll 3 Emil Management Style r V Em ila my iIi l gprarratIans E E e iiga a t z 1 manna i m m arranging mquot Iiquot 39Uiii El iii eur39k floursEarle E di tmm if W h in g 39 such awaythat luman L 315meer m 3mm Enigmaits Interface to a v rahW I iganlz itl ll i mammalianhm minimum agr a ii 1 a 3 a E e E E a Low High uneem air proud l 1351 S um Li r EI IE rmquotn1 Hubert E lial9 anti Jane E Failammo Martagaris Pinnaclesquot cfvmaced Management J uma 1me 1935 I1 31 11 Management Style a Disinterest in tasks amp employees b Impoverished management 0 Thoughts elsewhere International Management Page 3 2 91 Management Style a Extreme focus on tasks b Employee circumstances are irrelevant c Authoritarian d quotTask Mastersquot 3 19 Management Style a Extreme focus on employees b Great for short term tasks c Terrible for long term tasks d Patemalistic 4 55 Management Style a Compromises between work amp employee welfare b Participative 5 99 Management Style a quotBurnout Managerquot b Tries to balance everything at the same time V Leadership in the International Context A How do leaders in other countries attempt to direct or in uence their subordinates 1 Research shows there are both similarities and differences a Most international research has focused upon Europe East Asia the Middle East and developing countries such as India Peru Chile amp Argentina 2 Western views revolve around individualism B European Mangers 1 European managers tend to use a participative approach 2 Researchers investigated four areas relevant to leadership a Capacity for Leadership amp Initiative Theory X vs Theory Y b Sharing Information amp Objectives general vs detailed completed instructions for subordinates c Participation leadership support for participative leadership d Internal Control leader control through external vs internal means 3 The role of level size amp age on European managers attitudes toward leadership a Higher level managers tend to express more democratic values than lowerlevel managers in some countries i But in other countries the opposite is true ii Manufacturing companies are not democratic because it39s the technology that leads the way a Autocratic gets things done faster b Company size tends to in uence the degree of participativeautocratic attitudes c Younger managers are more likely to have democratic values in leadership and initiative information sharing and objectives C Japanese Managers 1 Japan is well known for its paternalistic approach to leadership a Japan is more quotfather likequot in management b Believe in individualism but a group idea is more important c In a situation the boss gets the final word takes the consequences does the work amp is responsible for employees d Tend to be more collective on groups 2 Japanese culture promotes a high safety or security need which is present among home countrybased employees as well as MNC expatriates 3 Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative than do managers in most other countries a Only managers in AngloAmerican countries had stronger feelings in this area 4 Differences Between Japanese amp US Leadership Styles a Japanese leadership styles differ from US managers i Except for internal control large US firms tend to be more democratic than small ones a Profile is quite different in Japan ii Younger US managers express more democratic attitudes than their older counterparts on all four leadership dimensions a Younger Japanese managers only for sharing information amp objectives amp the use of internal control b Japanese and US managers have different philosophies of managing people International Management Page 4 i Ouchi s Theory Z combines Japanese amp US assumptions amp approaches 0 Senior managers process information and learn differently d Japanese executives are taught amp tend to use variety amplification i The creation of uncertaint amp the analysis of many alternatives regarding future action a Japanese use the h i Give people the opportunity to defend their position amp show the group why it39s best ii When agreement is made all the info is already mapped out a Long decision process e US executives tend to use variety reduction i The limiting uncertainty amp focusing action on a limited number of alternatives a Americans call for votes in disagreements b Decides which idea profits more 0 Americans use the best ideas D Leadership in China 1 Is China s economic progress creating a new cadre of leaders with new leadership styles a Research shows that i The New Generation group scored signi cantly higher on individualism than did the current amp older generation groups ii They also scored significantly lower than the other two groups on collectivism amp Confucianism b These values appear to re ect the period of relative openness amp freedom often called the Social Reform Era in which these new managers grew up 0 They have had greater exposure to Western societal in uences which may result in leadership styles similar to those of Western managers E Leadership in the Middle East 1 Middle Eastern leadership styles are similar to those of Western countries a Western management practices are evident in the Arabian Gulf region due to close business ties with the West b Many Arab managers attend Western universities amp learn Western management approaches 2 Organizational culture level of technology level of education amp management responsibility were found to be good predictors of decisionmaking styles in the United Arab Emirates 3 There is a tendency toward participative leadership styles among young Arab middle managers as well as among highly educated managers of all ages 4 Differences Between Middle Eastern amp Western Management International Management Page 5 Talhlle 1351 Eiitteiieneee heme mliddle Eeetem yenrt eetem Managemem M 5 He are TIE n t ir nem39li nre Ml39iei til le E eaten Mm n at g H I1th Hut Weet e r F I Marriage the Fit Lea tlerehiuj rge izetiehei Structuree Deni eie l t m elicit g Perm rm i39IEE revel in at ie it an el EH39J ht rei ereemtell quotFm lieiee enwttuttieetieh Hliglitl39glr eutheriterieh terre rigid ihetrwe tiehe Tee men5r ntengeltteht eil ectieee Highly llaulreeueret e evercentralized with Fewer eral eutherit39yr at the tee Vij lil rl lijl il lll tlzjvl39 F1275 r hitjtltjlyl jr lnril ILIIquotIJIFEEIlGFl l iE rergehizetien el39wizreltmeltte Ad hen plel tl nin tileeieier39ie metlle et the higheet llewel ef titanmgeh eht L hwillihgneee te take high riela ill39lll ll EIlTE t in elleeieier39i melting lhierIttiel eentrel eehemieme terut39ihe ehe te et n pertenrmlme Le2t ef wingertitle perfermehee evalttetien eyeten ue Heal3 lllrffitir f IEE eh premenstrual cements nhttll getting indivia ue e item the quotriiht eeeiel q li i iiquot lgtr lil r rliitglr Fttjljili lli1lji The tehe depends en the eehtmuuti cents Eeeiell peeitien newer elttll temifl39yquot diluentEH al tf aimsIiftll ai itll 39l fIE EEIue L fillt ili e l eemmehrl h tuet be felllewet i tigi tl if Fieeple relate to eee lt ether tigll rtl39y39 arm nialtilit illly rirrmqhhip jinn fiut lgt39lilalgur end hihtlli ttg Leee eu39mpiteeie eh leatler39e eereehaiitm eeheitlelrehle weight eh leenzller39e etylle ergd per etmenee Leee bureaucratic mere tielegetie ef eutherirty Hellertiuelv EIEIEEI39HFEN EEEI EgiErlleliZIglzJH Eneehietieeteti planning Eee ltlnliquee meelem teeie erquot eleedeiei melting elebelrerte management infermetien 55 5 eme Fairly ezdvertcetl eer ntrel eyeterne feeueimg eh eet redue eh aunt ergenizetienel effectiveneee Eeu rl paetemtttell nmutegei temt Ismlieliee Eend itileteei quali eetiene ere lemmelea Hm lljfgll jiilj IElI39 ginrtlul iqgul1 ljdrhdgzillji ll ll a Streee ueuellly m1 ehuelit giar and e min imiretiiet l ef di erenee Peeple rtlithi m tH Ileit u39liiiu l it2951 milill generally Frientllehipe net int enee err2 hilttiling emee Fret M Hi Emiratey quotEmlea e1quot WildEmergent Mantagelef Eel39rfemm Mermagexaam rt Erwinw Staring l Eel right ll39ElB hill The Hegemte e li the Ut iiwereiijg ef Gliferhie Heprimtezl item the Celifernlie Management reviewJ Viral 2 2 New Ey neimieeiem iii The Fl39egehte All r gll rta ireeewe Tiltie ett ele i5 er Emmetta viewing by inidimilzllyrrzlle emeeeing thie eite It ie net in lee emptied reputeellnueeti er etherwiee tl i l 39 lil at rd witli39teLtl written perieeien flrem tlhe Eeliferhie Mehegement Review By viewing thie deemmer it Ff itll therebyquot egree tel these terme Fer permieeien er reptime genteel i m r rj39 heee lheritel eatted u F Leadership in India 1 Leadership style in India must satisfy traditional roots while at the same time be effective in a hightech environment a Managerial attitudes in India are similar to AngloAmericans toward capacity for leadership and initiative participation amp internal control but different in sharing information amp objectives b Participative leadership styles are becoming more common c Prepare to debate will argue to make a point G Leadership in Latin America 1 As globalization increases so does the transitional nature of managers within the region a In Mexico leaders tend to have authoritarian and participative behaviors b Managers in Chile Argentina and Bolivia also have taken an authoritarian approach c Leadership styles in Peru may be much closer to those in the United States than previously assumed 1 Managers are responsible for both work and personal lives of employees VI Recent Findings amp Insights About Leadership A Transformational Leaders 1 Visionary agents with a sense of mission who are capable of motivating their followers to accept new goals amp new ways of doing things 2 A variation of this is the charismatic leader a Inspires amp motivates employees through charismatic traits amp abilities B Transactional Leaders 1 Individuals who exchange rewards for effort amp performance amp work on a something for something basis 2 Bass found that the most effective managers were transformational leaders who are characterized by a enhance pride loyalty amp confidence in their people i Ali 11 followers b providing common purpose or vision that the latter willingly accept b H extremely effective in articulating vision mission beliefs in clearcut wa s c h able to get followers to question old paradigms amp accept new views of world 1 able to diagnose amp elevate needs of each follower in way that furthers each one s development International Management Page 6 C Four other types of leadership are less effective than transformational leaders 1 clarifies what needs to be done a Provides psychiatric amp material rewards to those who comply b Bribery to ensure obedience 2 monitors follower performance amp takes corrective action when deviations from standards occur a Checks to see if work is being done amp if correct 3 intervenes in situations only when standards are met a Don39t get involved unless there39s a problem 4 avoids intervening or accepting responsibility for follower actions a Doesn39t care at all ineffective VII An Optimal Profile of Universal Leadership Behaviors Eff arrive ll sa CH M HIE ass iua literire mam i i 3 6 LF ll nE Ec I We Search Manama from Bernard M Ease quotIaTha ra Umiwraa iw in the Full Range Moral of leadership Irl39rematr39m39ral Journal of Public dmfnr stma m Hi 1 E HEIEJ39IEICI Iizi FEE VIII Qualities Most Demanded in Advertisements for European Executives International Management Page 7 TI39HIIJIII IE35 lawHIE quotIn Mwir lmmmnh fur ulm lurn EmmaHEM Emailism IZIIininj ua riniailu HarmanJug ni 39niquotiii 3 EmuMil lira m 22H I a Tl39iIquotbF n r quotviva1 In an aim Iiibi Lew Huangshah Enlarge5595514 shim3393 2E 42 532 35 indie l i l iid 2 32 333 3921 Lildmrmhap abillriy 22 1t 1quot 5313me Iuu Inig lm uu uu lujcluug g 12 If nan1 Fm ul i ri IHI39HIEIEE39I E 19 All AlfIll Infu i llu nq ii l l Ii39iiai39nini mullquotmi HL39I 39I Il Eru ji IEE mim rln i nu l2 Mfr I53 F 39i E il39 HEF prirnmnllily r ninrl bili l r Ei H 12 Til Kimaawiw EEl 11 E Eli rii zh 39l l alwli a nalIPHFL ability 139 d l iw 1312 M39imu iL n 12quot 1395 Hiu l has 55 malariaMahala ITE E uhuniaam a i l im 39u 39ii l 1d l awauliaa liuu Ihi a 39 Tame Emilbar iHm siwaiad FlF39JQ L IIII39l39p39 Fmini n D39fmELH39UILI Hquot I J ibl ll Fl i FD uihili39 f Ereml Erimnirs Frill quota lI LHIy Burnire Humility In 2 39l Jfl En ll IllIfle El fn z 1th In 2 IKE13 auxmin In39a mamf rau gin1irnaFmm l il lili llaLl 1 ti 2i 39I India uwndenuw 143 I Lii39d rihn eilil39ril El 3 16 bi i iy be Lula ini listivwm W3 533 Mr and alum IJriIunl lalliuI If 2 millim 39Hza mmlimi and Imp rm i li rl H1 JEE 2Q B l illni39 ELISEELMEMIJ 3 Ann 12 4 2H E39InwmI 5 r ma m lilyni39nJanmI ail1v Cl E i39s iw El l grlr ljlji nii alllair g arlandInnquot inhiilnqa if Nail39i 39lr lm m lmul licat 23 H Higli Lib7 IMF if fld d l Fl H s Enhhuuiaum and ilwzhHmmEIik EliWall 39ll i ii algal I1 I i FilEH I li lildqmr Ei Ed EUHEI39I iJ Ei39a39LLId IU Fl slhilnw 3 Fl 39i lll n LI 1me mrim hu e i E Heaps rmilllliw 13 WHITEquotThis fiil l i mania flimil l ESifl quotT Eim n ah Hannah Nu ulawgn Huiimam HFII IEHL FriarHm Ireham 5quotqu EEEKIilr39IiiIh Eil liu 39linh 39l r d39 i 39Iirgr aaruuiwm arm ih li iriii iiquot liarnimagi I IEETFI39Iiw 91 L7 rmall iltl39l ll39uir n1 dm n nai mnahlariu39ll nl39i allnth Izmunlrrp39 Elnrl39l air11W r39aIFarmainn la II39I E parrniaipa LlF lill39 il tal EdiElltllE39IFI EI ILIE ruqun iuu winsh qu EliI19 Eaunmw39Ad piad TauI11 I mc l I ll lIEH s rdmrmi n hliiiu eua VEEHH EIE and Bantamdis urea L FIEEIIFI39IEhii J l Cultur all Cvlnlpnwmrl G ll l lx EBI I IIE Eu pi IH IEJ J lruiaug i Mmmgi ir anElm Culfurrrs ME PraE Juw t and MalletJun InninrnEr uniJ1 rigrm l39rixhnrnmilnrml Ifhnrinirara iliilii mii Pruitt I 39ar aL rut 39IFJ IX Recent Findings amp Insights About Leadership A Culture clusters and leader effectiveness B Effective leader behaviors tend to vary by cultural cluster 1 Anglo mangers identify performance orientation an inspirational style having a Vision being a team integrator amp being decisive as being the top five leadership attributes 2 Nordic managers ranked these same five attributes as most important but not in same order 3 Rankings of clusters in the NorthWest European region were fairly similar 4 Substantial differences exist Within amp between the SouthEast European countries countries from Eastern Europe amp Russia amp Georgia C Rankings of the Most Important Leadership Attributes by Region amp Country Cluster International Management Page 8 Table 13439 Flanklmg uf than Must Impartamt Laad rhiip Attribute y l agin and aunt lElus39izizir llhl I rthfWe at E wrap ea r1 HIEglam Maralike Culture Germanic i wede Culture ngln u ltiura M tiharlan i5w39taerlan l Grunt Er itai n Finland Germany llr l d Denmark u tri ErnaEh Republic Firan g Pa nrmanca riammd ill i iegl i f integrity Integrity Participating Inapairational ilnapiir atinml linapiraiianall Performancerimmed Hialaameecmtia Hiaionaw Visionaw Padarmanre mi eHedi iiiiiiia taratiarely skilled Fawni integratm39 Team integrator Nonnumera li llnsliiraiianal Deciaive iPerfurrr uanceeurientedl 39IJiaTionarf Monaummatic Euwtthast Eur Raglan L i i ELIIFEMFE tally s l lh EI Itlf l Eulturia Maratquot E t P f39tul ianxlanr l Culture Tumlic m Hungary Ellauenli aii Gilil EE El Huaeia Georgia Team integrator Term integrator Team integrator Wainnaw A miniatrativeiig skilled Pa nrmanca rianmd Visionary DanishIa Adminaiatratiiwiy akillia Decisive Inepliratinna l administrating skilled ainnary Inapiraiinnal Performanceoriented Integrin Diplomatic Ilnmgriry Beehive mammary Visionary Decisive li aairaii anal Integrity Integrity Same Adapted tram Felix 1 rediiaclt at all Eiuliuial variation at Leadera iip Fretawuaaa Hernia 22 European Countriesquot Journal of acupari nal and x rganizarfanal Psychefog l i p 15 Leader behavior leader effectiveness and leading teams One of the keys to successful global leadership is knowing What style amp behavior works best in a given culture amp adapting appropriately 1 In affective cultures such as the United States leaders tend to exhibit their emotions 2 In neutral cultures such as Japan and China leaders do not tend to show their emotions Leadership Tips for Doing Business in Affective amp Neutral Countries International Management Page 9 akingle 39Tlpen fur Dialing Bummer5115 in EFFactive and Neutral ELII IHFELE Wham ll39U39Iemnngirmg acer E ir l l M r39l 39l 39i l in a ffi l ij jy l 39G lilit39kJi ll z Hl iiiti G Liltl llif vuiel el 39Lir l i ltll fi esn ll39eiiyelUuu elem seeml elmmwemu r wuiel warm ru cuuaivuE I39Jr Ell ll39Eii39FLllHil iiiSJ Iawhaviuaw He enru t Heirs wilil leier i 1iTEVl39pr i 39i39il he nagadieu i3 i 1 39 l i39L39I IL Ii tl tl39 Hi 39 i will lute i lEEil r i39l i em a lads LTF PHI E U HH Ex l lg i il LinquotFer gimme I linga airmi hagquotu 39ia ri fuigiFuifli 45mg il it ni t t with Hanna39s liigi l St tUS FHnel em Wi39if H seeearn nal i l39lgl lird ii 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Undeere39mrad ngy SieveHairy m fEa wi39 Eure rr r39reeeieie Erna ed FlierTie M l a FHi y 553 niaufn HEW BED G CrossCultural Leadership Insights from the GLOBE Study 1 Leadership behavior can be categorized into a captures the ability of leaders to inspire motivate and encourage high performance outcomes from others based on a foundation of core values b emphasis on effective team building and implementation of common goal among team members c extent to which leaders involve others in decisions and decision implementation 1 comprises supportive amp considerate leadership e independent amp individualistic leadership behaviors f ensures safety amp security of individual amp group through status enhancement amp facesaving H CrossCultural Comparison Future Orientation amp Competitiveness ileum etiiiire euiitriee Haee an Eye en the Future I lmgnm Unllied State s Taiwan IFinlianel u I V EEII39IEIIEPDI E maritallia EWEEIBQ 3 35m iSwitzeu lentj Huang K i ig39 39 I 39 39 tlHetlierlande New Eeele id i r ll 7 n Geruanyi remn Jamm Gamma E FranEEIIEpaig In r39g i r 39 Adairquoti9 UMQIIE EEIQ E HllJll IgEE r39y I Figriiigal E I Thailand China r 1 E I Iale39 iGregee II a Eeuthl friee a g Memes E Fellandl C I H lam Fthliifliyepiiiee 39 TIJ ale u r U Argent r13 I THE lnd e mllndle I Hu ia we meme le International Management Page 10 39 II E Turk E rl39 EITIEITIZIHTEEIH nlj 5 I2 5qu r r I a Ed I r Elm fi r23 ll Russia r ialurenegrneala Future imagination cultural amnion fer delayed gmti uaiiwi planning and tiiwestmem EDENE E39 Heprimlied by permission L11 Hymard rmwares He ewfmm Fturmrrtl Tiltinlk ing Cultures by Manaeur auidarm nJiLuy39 r uguai arm pa EH1 Eewriglit a aura by the Harvard Business annel Publishing Communion all rights r eaexrver i 1 Positive Organizational Scholarship POS l Focuses on positive outcomes processes amp attributes of organizations amp their members 2 PCS recognizes the positive potential that people have within a Constructive behaviors will yield desired outcomes 3 PCS consists of three subunits a could be capabilities processes or methods amp structure of the environment which are all external factors b focus is inward such as unselfish or altruistic c accentuate vitality meaningfulness highquality relationships 4 Effective leaders seem to live by POS as they constantly innovate create relationships strive to bring organization to new heights amp work for greater global good through selfimprovement J Authentic Leaders are defined by an allencompassing package of traits styles behaviors amp credits 1 Authentic Leaders a Do not fake actions are true to themselves amp do not adhere to external expectations b Are driven from internal forces not external rewards o Are unique amp guide based on personal beliefs not others orders d Act based on individual passion amp values 2 Authentic leadership is similar to traditional leadership but has higher awareness a Authentic leadership can create a better understanding within the organization K Ethical Responsible amp Servant Leadership 1 Linking leadership amp corporate responsibility through responsible global leadership a Values Based Leadership b Ethical Decision Making 0 Quality Stakeholder Relationships International Management Page 11 International Management Page 12
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