Motivating and Leading Jacksonville University Chapter 11: Motivating and Leading PowerPoint by: Mohamad Sepehri, Ph.D. Jacksonville University Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Chapter Learning Goals Understand the complexity and the variables involved in cross-cultural motivation and leadership. Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts. Become familiar with some common features of Mexican culture and context and how to motivate employees. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Chapter Learning Goals Understand how leadership styles and practices vary around the world. Emphasize what makes a successful “global leader”. Gain familiarity with the variables of context, people, and situations affecting the leadership role. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Opening Profile: The EU Business Leader— Myth or Reality? The EU is now compromised of 27 nations and a market of over 400 million people. Differences in: Histories and language Government systems Business practices Educational systems Religions National cultures Demonstrates the for an “EU style” leadership which will work across EU markets Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Cross-Cultural Research on Motivation High uncertainty avoidance Suggests need for job security, low uncertainty suggests motivation by risky opportunities High power distance Suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Cross-Cultural Research on Motivation Individualism Suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support Masculinity Suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Meaning of Work (MOW) Factors Most Valued About Work A needed income Interest and Satisfaction Contacts with others A way to serve society A means of keeping occupied Status and prestige Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Islamic Work Ethic Laziness is a vice. Dedication to work is a virtue. Good work benefits one’s self and others. Justice and generosity in the workplace are necessary for society’s welfare. Life has no meaning without work. More leisure time is good for society. Human relations in organizations should be emphasized and encouraged. One should constantly work hard to meet responsibility. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Needs Hierarchy in the International Context Managers around the world have similar needs, but derive different levels of need satisfaction from their jobs. e.g., Koreans vs. Germans Variables other than culture may be at play. e.g., Russian managers Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Needs Hierarchy in the International Context Self-actualization in the service of society Physiological needs Safety Belonging A Proposed Chinese Hierarchy Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Comparative Management in Focus: Motivation in Mexico Family is of central importance, but this focus often leads to absenteeism and turnover. For males, the value of work is its ability to help them fulfill breadwinner responsibilities. Effective management style is authoritative and paternal. Workers doubt their ability to influence the outcome of their lives. Motivation occurs through training examples, cooperation, and subtle shaming. Motivation through participation may not be effective. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Comparative Management in Focus: Motivation in Mexico Authority follows the family model The country’s economic context influences motivation Fringe benefits are important Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Conflicting Motivational Techniques in Western-Russian Joint Ventures EXHIBIT 11-2 Conflicting Motivational Techniques in Western-Russian Joint Ventures Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Role of Culture in Job Motivation EXHIBIT 11-3 The Role of Culture in Job Motivation Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Reward Systems United States Focus on financial, social status, job content, career, and professional Japan Focus on seniority, bonuses, and permanent workers; competition discouraged China Focus on social benefits, shift to pay-for-performance and equity-based rewards Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Global Leader’s Role and Environment Global business and organizational savvy Leaders affect motivation and behavior of employees, organizational climate The content and context of leadership Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Global Mindset of Successful Leaders Personal Work Style Personal Work Style High “cultural quotient” (CQ) Open minded and flexible Effective cross-cultural communicator and collaborator Team player in a global matrix Supports global objectives and balances global with local goals and practices Broad system perspective Personal autonomy and emotional resilience Change is welcomed and facilitated Enables boundary-less organization Operates easily in cross- cultural and cross-functional environment Global learning is sought and used for career development Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Management Focus: Leadership in a Digital World Making decisions fast Maintaining flexibility Focusing on the vision Key differences between e-businesses and traditional organizations Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Cross-Cultural Research in Leadership Effective leadership varies across cultures. People have accepted images of what a leader should be. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Culturally Contingent Beliefs Regarding Effective Leadership Style Country Charisma Team Self-Protective Partici-pative Humane Autono-mous Brazil 6.01 6.17 3.50 6.06 4.84 2.27 China 5.57 3.80 5.05 5.18 4.07 Denmark 5.70 2.82 5.80 4.23 3.79 India 5.85 5.72 3.78 4.99 5.26 3.85 Mexico 5.66 5.75 3.86 4.64 4.71 United States 6.12 3.16 5.93 5.21 3.75 Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Leadership Status and Influence differences Across Cultures The Dutch are skeptical about the value of leadership. Arabs worship their leaders—as long as they are in power! Malaysians expect their leaders to be humble, modest, and dignified. The French expect leaders to be “cultivated”. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

The Universal Facilitators of Leadership Effectiveness Trustworthiness Visionary Inspirational and motivating Communicative Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Universal Impediments to Leadership Effectiveness Being a loner and asocial Non-cooperative Dictatorial Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Culturally Contingent Endorsement of Leader Attributes Individualistic Status-Conscious Risk-Taking Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Comparative Leadership Dimensions: Participation and Initiative Managerial Initiative 0= low; 100=high Extent to Delegate 0= low; 100=high USA 73.67 Sweden 72.29 Japan 72.20 Finland 69.58 Korea 67.86 Ireland 64.76 France 64.64 Austria 62.56 Italy 62.40 Canada 61.56 Spain 61.55 Greece 58.50 UK 58.25 Norway 54.50 Sweden 75.51 Japan 69.27 Norway 68.50 USA 66.23 Canada 64.38 Finland 62.92 Ireland 59.53 UK 58.95 Austria 54.29 France 53.62 Italy 46.80 Spain 44.31 Greece 37.95 Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall

Leader-Follower Situation The Culture Contingency in the Leadership Process: An Integrative Model Context Content Leader-Follower Situation Motivation Effect Outcomes Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall © 2010 Pearson Prentice Hall