1. PRESENTATION ON LEADERSHIP June 14 2017
Prof Robin Matthews

2. Global macro conditions
Payoffs to
stakeholder groups
Tangible and
intangible
Assets
(including
Reputation)
payoffs
Competitors and
co-operators
Outer dynamics
Inner dynamics
Global macro conditions
grammar
MARCS
Rules, laws, regulations, structures, architectures, routines.
Mindsets, culture, norms, values, habits, moods.
Intelligence rational and emotional.
Formal and Informal, Inner and Outer.
2/25/2019
robindcmatthews.com

3.
Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind. Revised and Expanded 3rd Edition. New York: McGraw-Hill USA, 2010
and/or
Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations.  Second Edition, Thousand Oaks CA: Sage Publications, 2001

15. 1. To what extent do Hofstede’s categories specifically power distance, individualism/ collectivism, masculinity/femininity and uncertainty avoidance map into the situation of Cameroon with respect to the data of this study?
2. Which leadership styles are perceived to be dominant in Cameroonian organisations? Which styles do the employees prefer and which styles do they reject in their work organisations?
3. What are the factors that motivate employees in Cameroon?
4. What relationship exists between cultural values and leadership style?
5. What is the relationship between leadership style and employee motivation?
6. Do the Cultural values present in Cameroon's organisations have any effects on the management practices of leadership style and employee motivation?
7. What are the values perceived by managers and employees to influence recruitment and promotion in their organisations?
8. To what extent does the consideration of these value factors affect attitudes in the workplace?
9. To what extent are employees satisfied with their level of involvement and commitment to their organisations and what role does employee involvement have to play in their performance

19. Table 17: Cameroon's Scores on Hofstede’s Dimensions of National Culture
Country
PDI
IDV
MAS
UAI
West African Region (WAR) -Hofstede 77 20 46 54
Cameroon - This Research 78 18 64 48
Absolute Difference 1 2 6

20. Power distance
This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power.
Individualism/collectivism
The high side of this dimension, called individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families. Its opposite, collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society's position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.”
Masculinity/femininity
The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as "tough versus tender" cultures.
Uncertainty avoidance
The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

23. Exploitive authoritative
In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.
Benevolent authoritative
When the leader adds concern for people to an authoritative position, a 'benevolent dictatorship' is formed. The leader now uses rewards to encourage appropriate performance and listens more to concerns lower down the organization, although what they hear is often rose-tinted, being limited to what their subordinates think that the boss wants to hear. Although there may be some delegation of decisions, almost all major decisions are still made centrally.
Consultative
The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made.
Participative
At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels