1MGMT5602 Week 7 Leading and Motivating in
Global Organisations Steers Chapters 6 and Chapter 5 (p. 141- 147) Preview: Global management skills Global
management
skills Cross-cultural
communication
skills Cross-cultural
and global
leadership skills Cross-cultural
negotiation and
partnering skills Global ethical
and social
responsibility
skills Cross-cultural
and global team
skills Conflict
resolution skills 1 2 2Today’s lecture in one slide
• Rationales of the lecture today • Three debates on leadership: managers vs. leaders; universal
vs. comparative; leaders vs. followers (motivation theory);
• The GLOBE project • What will surprise you?
Tutorial case: Samsung
1. What problems do we have this
week?
2. How is the case related to
leadership?
3. How can cultural models help?
3 4 3Leadership
(Chapter 6) Definition: The ability of a
manager to influence,
motivate, and enable others
within the organization to
contribute towards the
effectiveness and success of
the enterprise (p. 168) Jamie Turner/Simon Sinek on Leaders
https://www.youtube.com/watch?v=RyTQ5-SQYTo 1’30” – 4’50” 9.8M views
https://www.youtube.com/watch?v=cTkcoZSijIo
8k views 1.Leader vs. manager 2.Global vs. comparative
5 6 4The Best Managers Are Leaders — and Vice Versa
Bailey, J. (2022) Harvard Business Review Leader Manager
• operations • stability
• today • training • motivation • perform • facts • rational
• Do the thing right 1 The Best Managers Are Leaders — and Vice Versa
Bailey, J. (2022) Harvard Business Review Leader
• Strategy • Change • Tomorrow • Coaching • Inspiration • Transform • Values • Romantic • Do the right thing To lead Manager
• Operations • Stability
• Today • Training • Motivation • Perform • Facts • Rational
• Do the thing right To manage
7 8 5Comparative leadership approach Global leadership approach Example: GLOBE model (p. 178-183) Example: Pyramid model (p. 183-191) Focus: Descriptive model; illustrates how
leader behaviors can differ across cultures;
promotes understanding of culture-leadership
relationships Focus: Developmental model; illustrates how
managers can build the leadership capabilities
required for multicultural jobs in a global
context Key variables in understanding: • Leadership styles
• Leadership traits (which characterize the
styles) Key variables in development: • Global knowledge (bottom of the pyramid) • Personal competencies • Intercultural competence • Interpersonal skills • System capstone skills (top of the pyramid) Two approaches to leadership in global settings
(p. 177)
2 The Global Approach: A Leader is a Leader! Global approach: The belief that leadership traits and processes are
relatively constant across cultures. Goal of managers is to adopt a
leadership model, such as charismatic leadership, under the
assumption that its applicability is universal regardless of location. Examples: Transformational leaders work to create a universally accepted vision of
where the group or organisation should go and then use moral
persuasion to reinforce this mission. Carlos Ghosn (former Nissan) Richard Branson (Virgin)
Mary Barra (General Motors) Meg Whitman (Hewlett Packard) Sheryl Sandberg COO (former Facebook, previously Google) 9 10 6The Comparative Approach (choose: A transformative/transactional) boss wants
employees to produce new ideas and to give the boss
information so that together they can make the best
decisions for the benefit of the business. But ……
Employees in (insert country name) don’t see it as their job to
have ideas or make suggestions to their leaders. They just
follow instructions. They do not volunteer solutions but
simply present problems. Their measure of success is to do
what they are told, when they are told, and to do it well.
Meyer (2017) Being the boss in Brussels, Boston, and Beijing The Comparative Approach Comparative approach: Assumes that there are no universals in describing
effective leadership.
In other words, successful leaders in New York may fail in Tokyo or Paris if
they are unable to modify their behaviours to suit the unique local
environments.
This approach looks at leadership as a culturally embedded process, not a
series of personal traits of the manager or followers.
Here the focus is on the leader as a local manager, not a global one, and it is
assumed that the characteristics for success will vary with the situation. Examples:
East vs. West leadership GLOBE leadership project 11 12 7The Comparative Approach:
Leadership patterns
East and West (p. 173) Leadership
Characteristics Western traditions Eastern traditions Beliefs Seek to achieve ideal end state Seek to balance countervailing
forces (yin and yang). Goals Establish and pursue aspirational
goals;
manage the results. Create conditions conducive to
success;
manage the process. Logic Logic of application;
articulate objectives and
determine reasonable means to
desired ends. Logic of exploitation;
place oneself in a position to exploit
opportunities as they emerge. Preferences Preference for action;
capture the initiative. Preference for patience;
let events come to you. GLOBE – Leadership across cultures
13 14 8GLOBE Leadership Study (p. 178-183) ➢GLOBE project examined the
relationship between culture
and successful leadership and
management patterns in sixty- two countries around the world. ➢Led by multinational research
team result published in 2004 – data collection for 10 years.
➢ Executive Leadership 2014 ➢Updated data on culture and
leadership behaviours https://globeproject.com/studies
Source:
https://www.emaze.c om/@AITQCZFR/The- Globe-Study-of- Leadership 9 cultural dimensions
7 point scale 10 cultural clusters 2 scores values and practice 6 leadership styles More info:
https://globeproject.c om/study_2004_200 7.html
15 16 9GLOBE leadership dimensions (p. 179) GLOBE LEADERSHIP
DIMENSIONS CHARACTERISTICS OF
DIMENSIONS 1 Autonomous leadership Individualistic, independent, unique. 2 Charismatic/ value-based
leadership Visionary, inspirational, self-sacrificing,
decisive, performance-oriented. 3 Humane leadership Modest, tolerant, sensitive, concerned
about humanity. 4 Participative leadership Active listening, non-autocratic, flexible. 5 Self-protective leadership Self-centered, procedural, status- conscious, face-saving of the leader.
6 Team-oriented leadership Collaborative, integrating, diplomatic. GLOBE leadership model (p. 178) Universally
endorsed
leadership styles
Culturally contingent
leadership styles
• Charismatic
leadership
• Team oriented
leadership
• Autonomous leadership
• Humane leadership
• Participative leadership
• Self-protective leadership
Matched to cultural clusters
Eastern Europe, Germanic Asian, Anglo, Sub-sahara Nordic, Anglo Southern Asia, Middle Eastern 17 18 10 Review and Reflect To adjust or not to adjust Management application (p. 181-182)
GLOBE model: Leadership in Brazil Brazil Results - GLOBE Project 19 20 11 Management application (p. 181-182)
GLOBE model: Leadership in Brazil • The case suggested that Brazilian managers often give direct instructions, do
not plan in advance and tend to improvise, wait until the last minute for
solutions, rely on personal contacts, ask for favours, and sometimes break rules.
1. How does the GLOBE framework help explain leadership in Brazil as
described here? 2. For many people, waiting until the last minute to solve problems and then
bending the rules to help accomplish this sounds more like chaos or perhaps
irresponsibility than leadership. What is your opinion of this seeming
contradiction? 3. How easily would it be to transfer this leadership style to other cultures or
countries? As part of your answer, consider which cultural values in Chapter 2
seem to be most aligned with jeitinho (a last minute approach, breaking rules,
asking for favors, personal contact)? In what other countries might this
approach work? Why? And where would this approach definitely not work? GLOBE model: Leadership in Brazil Consider: Your team has been sent to work with a small Brazilian tech firm in São Paulo
to help the Brazilian company complete the development of a new technology that your
firm hopes to exploit for global markets. Your employer has advised you that building a
working relationship—and completing development of the new technology—is critical.
However, when you meet your new Brazilian team leader, you are met with a series of
impromptu, autocratic, and at times volatile comments that cause you to lack
confidence in her ability to deliver. You are not sure you can trust her. Still, you have
been sent to secure the rights to the technology, and the team leader seems to have the
upper hand.
4. What steps can your team take to verify that your team and the team leader are ‘on
the same page’ in terms of timely technology development?
5. What steps might your team take so that both sides can learn more about each
other’s working habits and styles and begin building a long-term productive
relationship? 21 22 12 Motivating employees (Chapter 5) p. 141-147 Definition: The forces that
make employees put in
effort towards the
effectiveness and success of
the enterprise 3 Class Activity: How do you motivate people to work hard? • What could be some INCENTIVES: ✓ Money? ✓ Time? ✓ Acknowledgement? ✓ Pizzas ✓ Vouchers ✓ Other? • Is it universal? (vs. personal/cultural) ✓ Maslow hierarchy of needs (self
actualisation, esteem, love and belonging,
safety, physiological) ✓ Hersberg two factors (Hygiene, motivation)
✓ Theory x and y (avoid work, self motivated
to work) • Is it sustainable? 23 24 13 • Karoshi (過労死, Karōshi),
which can be translated
literally as
"overwork death", is
a Japanese term relating
to occupational sudden
mortality. The most
common medical causes of
karoshi deaths are heart
attacks or strokes due to
stress and a starvation
diet.
-Wikipedia Source:
https://esperanzaproject.com/2021/ref lection/should-we-all-just-lie-flat/
https://www.economist.com/business/2024/06/13/how-gen- zs-rebel-against-asias-rigid-corporate-culture
Employees' Ranking Items Employers' Ranking 1 Interesting work 5 2 Appreciation of work done 8 3 Feeling "in on things" 10 4 Job security 2 5 Good wages 1 6 Promotion/growth 3 7 Good working conditions 4 8 Personal loyalty 6 9 Tactful discipline 7 10 Sympathetic help with
problems 9 Source: Kovach (1999). Kovach, K. 1999. Employee motivation: Addressing a crucial
factor in your organization’s performance. Human Resource
Development. Ann Arbor, MI: University of Michigan Press.
Intrinsic vs.
extrinsic
motivators
Class Activity: Employee Motivation Survey Rank the items below in order of importance 25 26 14 Do These Responses Vary Across CULTURES?
Cultural
dimensions Implications on Motivation
(p. 145) Uncertainty
avoidance suggests need for job security, low uncertainty
suggests motivation by risky opportunities Power distance Suggests motivators in hierarchy and clear boss- subordinate relationship, low power distance suggests
motivation by teamwork and peers 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 reward by
performance, femininity suggests looser boundaries,
flexible roles and focus on social motivation rather
than achievement goals Manager’s Notebook (p. 197-199) 27 28 15 Week 7 additional reading: Being
the boss in Brussels, Boston, and
Beijing. Erin Meyer on leadership https://hbr.org/video/5476393165001/how- cultures-across-the-world-approach-leadership
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