卡伦国际企业管理第6版-(30)[47页]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 dup

2、licated, or 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

3、Japanese performance-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 nation

4、al cultural differences in preferred 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 Ce

5、ngage 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 (3 of 3) Explain the role of transformational leadership in multinational settings. Understand how national culture affects a leaders at

6、tributions regarding subordinates behaviors. 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 GLOBE

7、s universal definition of Leadership: “the ability 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.

8、Widely different leadership styles may be equally effective 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

9、 must have the skills and abilities to interact with and manage 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 Learn

10、ing. All Rights Reserved. May not be scanned, copied or duplicated, 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 pro

11、moter and user of the growing world culture Emotionally intelligent 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. Three Classic Models: A Vocabulary of Leadership The three basic models of leader

12、ship entail: Leadership traits Leadership behavior Contingency 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. Leadership Traits (1 of 2) Are leaders born or made? The Great-Person Theor

13、y is the idea that leaders are born with unique characteristics that make them quite different 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. 2

14、013 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 Traits (2 of 2) In the U.S., successful leaders exhibit: High intelligence & self-confidence Great initiative Assertiveness & persistence A

15、 great desire for responsibility and the opportunity to influence others A high awareness of the needs of others 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 Behavi

16、ors (1 of 2) Although leaders have different traits than subordinates, traits alone do not make a leader. The behaviors 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

17、 they can complete tasks. A person-centered leader focuses on meeting the social and emotional needs of employees. 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 Beha

18、viors (2 of 2) The distinction between task-centered and person-centered also applies to how leaders make decisions: Leaders who adopt an autocratic leadership style make all major decisions themselves. Those who employ a democratic leadership style delegate the decision-making to subordinates. The

19、consultative and participative leadership styles falls midway between the autocratic and democratic styles. 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 15.1: Likerts Four Styles of Mana

20、gement 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) The Performance-Maintenance (PM) Theory of leadership represents a Japanese per

21、spective, balancing task- and person-centered leader behaviors Has two dimensions Performance (similar to task-centered) Maintenance (similar to person-centered) 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole

22、 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 with subordinates to develop work procedures Pressure component: the leader then pressures employees to put forth more effort and

23、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 Theories The Contingency Theories assume that the appropriate style and leader depends on the situation. Successful leade

24、rs 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. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole o

25、r 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 characteristics of work situation: The relationship between leader and subordinates The degree to which su

26、bordinates 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 accessible website, in whole or in part. Fiedlers Theory of Leadership (2 of 2) Effective leadership occurs wh

27、en 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 leadership works best in situations that are not clearly favorable or unfaborable. 2013 Cengage Learnin

28、g. 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 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or pos

29、ted 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 subordinates specific goals) Supportive (show concern for their needs) Participat

30、ive (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 whole or in part. Exhibit 15.3: A Simplified Model of Path-Goal

31、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 the achievement-oriented style. For subordinates with h

32、igh 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 accessible website, in whole or in part. Trai

33、ts, 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 behaviors and develop the leadership traits th

34、at 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 requires that managers adjust

35、 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 duplicated, or posted to a publi

36、cly 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 Rights Reserved

37、. 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 website

38、, 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 Effectivene

39、ss) conducted 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 du

40、plicated, or 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 w

41、hole or in part. Exhibit 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 Eff

42、ective Leadership Styles 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: (contd)Culturally Contingent Beliefs Regarding Effective Leadership Styles 2013 Cengage Learning. All Rights R

43、eserved. May not be scanned, copied or 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

44、Anglo, Nordic European, and Germanic European cultures. 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

45、to a publicly accessible website, in whole or in part. National 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 Appeal

46、s to a higher authority Coalitions 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 15.8: Preferred Leader Influence Tactics in Four Countries 2013 Cengage Learning. All Rights Reserved. May

47、 not be scanned, copied or duplicated, or posted to a publicly accessible 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 profoun

48、d effects on expectations: In high power-distance countries, autocratic leadership 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, o

49、r posted to a publicly accessible website, in whole or in part. Exhibit 15.9: Subordinates 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

50、 Context and Subordinates Expectations (2 of 2) Other cultural values affect subordinates expectations: 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