2. 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

3. GLOBAL LEADERS F Have skills and abilities to manage people from diverse backgrounds F Cosmopolitan F Skilled at intercultural communication F Rapid acculturators

4. F Know local cultures and social institutions F Facilitate subordinates’ intercultural performance F Use cultural synergy F Promote and use the growing world culture

5. THREE CLASSIC MODELS: A VOCABULARY OF LEADERSHIP F Leadership traits F Leader behavior F Contingency leadership models

6. LEADERSHIP TRAITS F Trait models of leadership: Are leaders born or made? F The great person theory

7. 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

8. U.S. PERSPECTIVES ON LEADERSHIP BEHAVIORS F Two major types of leadership behaviors 1. Initiating structure: task- centered leaders – Give directions, establish standards

9. 2. Focus on social and emotional needs of employees: consideration or person- centered leaders

10. F Autocratic F Benevolent F Democratic F Consultative or participative leadership style LEADER DECISION MAKING STYLES

11. 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

12. 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

13. CONTINGENCY THEORIES F Assumption: – Different styles and different leaders are more appropriate for different situations

14. FIEDLER ON LEADERSHIP F Success depends on: 1. Leader/subordinates relationships 2. Subordinates' tasks 3. Power of the leader F Effectiveness = style matches situation

16. PATH-GOAL THEORY F Identifies four types of leadership styles – Directive – Supportive – Participative – Achievement-oriented

18. 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.

19. THE NATIONAL CONTEXT CONTINGENCY MODEL

21. EX14.8 PREFERRED LEADERSHIP TRAITS

22. 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

23. EX 14.9 PREFERRED LEADER INFLUENCE TACTICS

24. 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

25. F Strong masculinity norms - more authoritarian leadership F Strong uncertainty avoidance norms - subordinates expect the leader to provide more direction

26. EX 14-11 PREFERENCES FOR THE “SPECIFICS” LEADER

27. CONTEMPORARY LEADERSHIP PERSPECTIVES: MULTINATIONAL IMPLICATIONS

28. TRANSFORMATIONAL LEADERSHIP F Two basic forms of leadership – Transactional – Transformational

29. 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

30. 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

31. THE CULTURAL CONTEXT AND SUGGESTED LEADERSHIP STYLES

32. EX 14.13 LEADERSHIP AND JOB PERFORMANCE OF U.S. MANAGERS IN THE U.S. AND H. K.

33. NATIONAL CULTURE AND LEADERSHIP STYLE

35. 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