1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

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

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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

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

25. Comparative Leadership Dimensions: Participation and Initiative
Managerial Initiative
0= low; 100=high
Extent to Delegate
0= low; 100=high
USA Sweden Japan Finland Korea Ireland France Austria Italy Canada Spain Greece UK Norway 54.50
Sweden Japan Norway USA Canada Finland Ireland UK Austria France Italy Spain Greece 37.95
Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall
© 2010 Pearson Prentice Hall

26. 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