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Published byGiles Cobb Modified over 8 years ago
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INTRODUCTION F Leadership: influencing group members to achieve goals F Excellent leaders: motivate their employees to achieve more than minimal requirements F The challenges of leadership in a multinational company
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GLOBAL LEADERS F Have skills and abilities to manage people from diverse backgrounds F Cosmopolitan F Skilled at intercultural communication F Rapid acculturators
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F Know local cultures and social institutions F Facilitate subordinates’ intercultural performance F Use cultural synergy F Promote and use the growing world culture
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THREE CLASSIC MODELS: A VOCABULARY OF LEADERSHIP F Leadership traits F Leader behavior F Contingency leadership models
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LEADERSHIP TRAITS F Trait models of leadership: Are leaders born or made? F The great person theory
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TRAITS OF SUCCESSFUL U.S. LEADERS F Higher intelligence/self confidence F More initiative/assertiveness/ persistence F Greater desire for responsibility and influence F Greater awareness of the needs of others
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U.S. PERSPECTIVES ON LEADERSHIP BEHAVIORS F Two major types of leadership behaviors 1. Initiating structure: task- centered leaders – Give directions, establish standards
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2. Focus on social and emotional needs of employees: consideration or person- centered leaders
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F Autocratic F Benevolent F Democratic F Consultative or participative leadership style LEADER DECISION MAKING STYLES
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WHICH STYLE OF LEADER BEHAVIOR IS BEST? F It all depends F Contemporary views: challenge the assumption that one style of leadership behavior fits all situations
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JAPANESE LEADERSHIP Performance-Maintenance (PM) Theory F Performance function (P) – Similar to task-centered F The maintenance function (M) – Similar to person-centered F PM leader focuses on influencing groups
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CONTINGENCY THEORIES F Assumption: – Different styles and different leaders are more appropriate for different situations
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FIEDLER ON LEADERSHIP F Success depends on: 1. Leader/subordinates relationships 2. Subordinates' tasks 3. Power of the leader F Effectiveness = style matches situation
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PATH-GOAL THEORY F Identifies four types of leadership styles – Directive – Supportive – Participative – Achievement-oriented
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PATH-GOAL THEORY FITS F Subordinates – High achievement needs = achievement-oriented ldr. – High social needs = supportive ldr. F Job unstructured = directive or achievement-oriented ldr.
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THE NATIONAL CONTEXT CONTINGENCY MODEL
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EX14.8 PREFERRED LEADERSHIP TRAITS
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NATIONAL CONTEXT AND LEADER BEHAVIORS F Regardless of cultural background, leaders use both person and task-centered behaviors F Different behaviors communicate leadership style F Different tactics preferred
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EX 14.9 PREFERRED LEADER INFLUENCE TACTICS
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NATIONAL CONTEXT AND SUBORDINATE EXPECTATIONS F Differences in legitimate prerogatives of leadership F High power distance - autocratic leadership F Low power-distance - leader be more like them
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F Strong masculinity norms - more authoritarian leadership F Strong uncertainty avoidance norms - subordinates expect the leader to provide more direction
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EX 14-11 PREFERENCES FOR THE “SPECIFICS” LEADER
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CONTEMPORARY LEADERSHIP PERSPECTIVES: MULTINATIONAL IMPLICATIONS
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TRANSFORMATIONAL LEADERSHIP F Two basic forms of leadership – Transactional – Transformational
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TRANSFORMATIONAL LEADERSHIP F Articulates a vision F Breaks from the status quo F Provide goals and a plan F Gives meanings/purpose to goals F Take risks/motivated to lead F Builds a power base F Demonstrates high ethical/moral standards
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ATTRIBUTIONS AND LEADERSHIP F Leaders make attributions regarding subordinates F If internal attribution - leader tends to correct or reward the worker F If external attribution, the leader modifies the work environment
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THE CULTURAL CONTEXT AND SUGGESTED LEADERSHIP STYLES
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EX 14.13 LEADERSHIP AND JOB PERFORMANCE OF U.S. MANAGERS IN THE U.S. AND H. K.
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NATIONAL CULTURE AND LEADERSHIP STYLE
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CONCLUSIONS F Multinational managers strive to become global leaders F A complex array of cultural, social, and institutional issues face the global leaders of today
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