卡伦国际企业管理第6版-(30)[]课件.ppt

1、Chapter 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.15Leadership and Management Behavior in Multinational Companies 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,o

2、r posted to a publicly accessible website,in whole or in part.Learning Objectives(1 of 3)Know the characteristics of global business leadership.Describe traditional North American models of leadership,including trait theory,behavioral approaches,and contingency theory.Explain the Japanese performanc

3、e-maintenance model.Apply the cultural-contingency model of leadership 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Learning Objectives(2 of 3)Develop sensitivity to national cultural differences in p

4、referred leadership traits and effective leadership behaviors.Discuss how national culture affects the choice of leader influence tactics.Discuss how national culture influences subordinates expectations regarding appropriate behaviors and the traits of leaders.2013 Cengage Learning.All Rights Reser

5、ved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Learning Objectives(3 of 3)Explain the role of transformational leadership in multinational settings.Understand how national culture affects a leaders attributions regarding subordinates behavi

6、ors.Diagnose cultural situations and suggest appropriate leadership styles to fit them.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Leadership The GLOBEs universal definition of Leadership:“the abilit

7、y of an individual to influence,motivate,and enable others to contribute toward the effectiveness and success of the organizations of which they are members.”Effective multinational leadership is more challenging than being a good domestic leader.Widely different leadership styles may be equally eff

8、ective in reaching goals in various cultures.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Global Leadership:The New Breed The Global Leader must have the skills and abilities to interact with and mana

9、ge people from diverse cultural backgrounds in their multinational organization.Characteristics of a global leader:Cosmopolitan Skilled at intercultural communication Culturally sensitive Capable of rapid acculturation 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated

10、,or posted to a publicly accessible website,in whole or in part.Global Leadership:Characteristics Characteristics of a global leader:(contd)A facilitator of subordinates intercultural performance A user of cultural synergy A promoter and user of the growing world culture Emotionally intelligent 2013

11、 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Three Classic Models:A Vocabulary of Leadership The three basic models of leadership entail:Leadership traits Leadership behavior Contingency leadership 2013 C

12、engage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Leadership Traits(1 of 2)Are leaders born or made?The Great-Person Theory is the idea that leaders are born with unique characteristics that make them quite diff

13、erent from ordinary people.Contemporary views of leadership traits do not assume that leaders are born.Although leaders are different,aspiring leaders can achieve this difference by training and experience.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to

14、 a publicly accessible website,in whole or in part.Leadership Traits(2 of 2)In the U.S.,successful leaders exhibit:High intelligence&self-confidence Great initiative Assertiveness&persistence A great desire for responsibility and the opportunity to influence others A high awareness of the needs of o

15、thers 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.U.S.Perspectives:Leadership Behaviors(1 of 2)Although leaders have different traits than subordinates,traits alone do not make a leader.The behaviors

16、 leaders use to manage employees may be more important.Classic U.S.studies of leadership reveal two types:A task-centered leader gives specific directions to subordinates so that they can complete tasks.A person-centered leader focuses on meeting the social and emotional needs of employees.2013 Ceng

17、age Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.U.S.Perspectives:Leadership Behaviors(2 of 2)The distinction between task-centered and person-centered also applies to how leaders make decisions:Leaders who adopt

18、an autocratic leadership style make all major decisions themselves.Those who employ a democratic leadership style delegate the decision-making to subordinates.The consultative and participative leadership styles falls midway between the autocratic and democratic styles.2013 Cengage Learning.All Righ

19、ts Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.1:Likerts Four Styles of Management 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or i

20、n part.Japanese Perspectives:Performance Maintenance Theory(1 of 2)The Performance-Maintenance(PM)Theory of leadership represents a Japanese perspective,balancing task-and person-centered leader behaviors Has two dimensions Performance(similar to task-centered)Maintenance(similar to person-centered)

21、2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Japanese Perspectives:Performance Maintenance Theory(1 of 2)There are two components of performance function:Planning component:the leader works for or wit

22、h subordinates to develop work procedures Pressure component:the leader then pressures employees to put forth more effort and to do good work 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Contingency T

23、heories The Contingency Theories assume that the appropriate style and leader depends on the situation.Successful leaders choose leadership style based on situations.There are two North American contingency theories of leadership:Fiedlers theory of leadership Path-goal theory 2013 Cengage Learning.A

24、ll Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Fiedlers Theory of Leadership(1 of 2)Fiedlers Theory of Leadership holds that managers tend to be either task-or person-centered leaders.Success depends on three contingencies or

25、 characteristics of work situation:The relationship between leader and subordinates The degree to which subordinates tasks are clearly defined The officially granted power of the leader 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessib

26、le website,in whole or in part.Fiedlers Theory of Leadership(2 of 2)Effective leadership occurs when the leadership style matchs the situation.Fiedlers Theory suggests that task-centered leadership works best in situations that are either favorable or unfavorable for a leader.Person-centered leaders

27、hip works best in situations that are not clearly favorable or unfaborable.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.2:Predictions of Leader Effectiveness under Different Conditions 2013

28、 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Path-Goal Theory Using Path-Goal Theory,a leader might adopt one of four leadership styles,depending on the situation.These four styles are:Directive(give subo

29、rdinates specific goals)Supportive(show concern for their needs)Participative(consult with them and encourage)Achievement-oriented(set goals and reward goal accomplishments)2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in

30、 whole or in part.Exhibit 15.3:A Simplified Model of Path-Goal Theory 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Path-Goal Theory:Key Suggestions When subordinates have high achievement needs,adopt

31、the achievement-oriented style.For subordinates with high social needs,adopt the supportive leadership style.When the job is unstructured,adopt a directive style or an achievement-oriented style.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly

32、 accessible website,in whole or in part.Traits,Behaviors&Contingencies Leaders have a variety of behaviors they can use to get the job done.Most experts now believe that no one leadership trait or behavior works best in all situations.A successful leader must diagnose the situation,pick the behavior

33、s and develop the leadership traits that fit best.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.National Context Contingency Model of Leadership(1 of 2)Successful leadership in multinational companies

34、requires that managers adjust their leadership styles to fit different situations.Learn what local managers do to lead successfully in their own countries.Use that knowledge to modify your leadership style appropriately.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicate

35、d,or posted to a publicly accessible website,in whole or in part.National Context Contingency Model of Leadership(2 of 2)In a multinational setting,these components are all affected by the national context:Leader behaviors&traits Subordinates characteristics Work setting 2013 Cengage Learning.All Ri

36、ghts Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.4:National-Context Contingency Model of Leadership 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible webs

37、ite,in whole or in part.Leadership Traits and Behaviors in the National Context People prefer certain traits and behaviors in their leaders depending on their cultural backgrounds,though some behaviors&traits are cultural universals.GLOBE(Global Leadership and Organizational Behavior Effectiveness)c

38、onducted cross-national research of 60 nations on differences in leadership.Their study contains insights that can help a manager develop leadership styles to navigate successfully through a maze of cultural settings.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,o

39、r posted to a publicly accessible website,in whole or in part.Exhibit 15.5 Culture-Free Positively and Negatively Regarded Leadership Traits&Behaviors 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhi

40、bit 15.6:GLOBEs Study Clusters and Countries Included in Each Cluster 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.7:Culturally Contingent Beliefs Regarding Effective Leadership Styles 2013

41、 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.7:(contd)Culturally Contingent Beliefs Regarding Effective Leadership Styles 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or

42、duplicated,or posted to a publicly accessible website,in whole or in part.GLOBE Findings Leadership styles vary by country.Team-oriented leaders preferred in Latin European,East European and Southern Asian societies.Participative leaders are preferred by Anglo,Nordic European,and Germanic European c

43、ultures.Humane leaders preferred in Southern Asian cultures.All agreed that autonomous leaders and self-protective leaders universally impeded leadership.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.N

44、ational Context and Preferred Leader Influence Tactics Influence Tactics are tactical behaviors leaders use to influence subordinates.U.S managers favor seven influence tactics Assertiveness Friendliness Reasoning Bargaining Sanctioning Appeals to a higher authority Coalitions 2013 Cengage Learning.

45、All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.8:Preferred Leader Influence Tactics in Four Countries 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly acces

46、sible website,in whole or in part.National Context and Subordinates Expectations(1 of 2)The national context affects Subordinates Expectations:what leaders“should”do and what they may or may not do.Power distance has profound effects on expectations:In high power-distance countries,autocratic leader

47、ship is expected.In low power-distance countries,the leader should forego status symbols,&involve subordinates in decision-making.2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.Exhibit 15.9:Subordinates

48、 Expectations under Three Levels of Power Distance 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a publicly accessible website,in whole or in part.National Context and Subordinates Expectations(2 of 2)Other cultural values affect subordinates expectat

49、ions:Strong masculinity norms lead to the acceptance of more authoritarian leadership Strong uncertainty-avoidance norms lead subordinates to expect the leader to provide more detail in directions 2013 Cengage Learning.All Rights Reserved.May not be scanned,copied or duplicated,or posted to a public

50、ly accessible website,in whole or in part.Contemporary Leadership Perspectives:Multinational Implications There are two contemporary approaches to leadership:Transformational Leadership Attribution Approach The GLOBE study found that Transformational Leadership was considered superior in almost all