8233 PPT8 Leadership

7/31/2019 8233 PPT8 Leadership

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Chapter 12


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Human values, integrity, and innovationdrive us. . . . I win when my team wins;

my team wins when Wipro wins; Wipro

wins when its customers andstakeholders win.

-- Azim H. Premji

CEO, Wipro Technologies, India

(p. 242)


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Opening question:

What advice follows from these two different

observations that can help you personally

become a more effective leader inmulticultural environments?

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Consider: Carlos Ghosn

1. Carlos Ghosn has become widely recognized

as the quintessential global executive. Why?

What did he accomplish?2. Are there lessons here for other global leaders?

If so, what?

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(p. 243)


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Topic for today:

Leadership and global teams

What is leadership, east and west? GLOBE leadership study

Culture and leadership: A model Global teams Working with global teams

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Leadership is like beauty; its hard todefine, but you know it when you see it.

-- Warren Bennis

Leadership expert

Consider: Do you agree or disagree

with this statement?

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(p. 242)


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What is leadership?

In Mexico, everything is a personal matter. To get anything

done here, the leader must be more of an instructor,

teacher, and father figure than a boss.

Malaysians expect their leaders to behave in a mannerthat is humble, modest, and dignified.

Peruvian employees look for decisiveness and authority in

their leaders, even to the point of easily resisting attempts

to introduce employee participation programs. Egyptians threat their leaders as heroes and worship

them so long as they remain in power.

(p. 247)


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What is leadership?/2

Chinese leaders are expected to establish and nurture

personal relationships, practice benevolence towards

subordinates, be dignified and aloof but sympathetic, and

treat the interests of employees like their own. Nigerians expect leaders to replicate within their

organizations the same social patterns that are found in

local villages and tribes.

The French expect their leaders to be cultivatedhighlyeducated in the arts and mathematics.


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What is leadership?/4

Americans are generally schizophrenic in their choice of

leaders; some like leaders who empower and encourage

their subordinates, while others prefer leaders who are

bold, forceful, confidant, and risk-oriented. The Dutch stress egalitarianism and are skeptical about

the value and status of leaders. Terms like leader and

manager can carry a stigma to the point that Dutch

children will sometimes refuse to tell their schoolmates iftheir father or mother works as a manager.


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Origins of leadership, east and west

Ancient Greeks saw leadership as a process of bridging a gap

between an ideal state and reality. Good leaders coordinate

members efforts towards the achievement of organizational

objectives.

Ancient Chinese saw leadership as a balancing process between

opposing and complementary forces (yin and yang). Rather than

establish a set of objectives, good leaders help position the group

within the flow of reality in a passive way to catch opportunities.

Current management thought as taught in most business schoolstakes a decidedly Greek approach to leadership and, as a result,

misses some basic premises of leadership in the remainder of the

world.(p. 249)


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Sun Tzu on leadership

Great leaders must:

Have moral influence over their followers, influencing

their hearts, not just their bodies; Be well rounded and not just technical experts; and

Understand that everyoneboth colleagues and

strangershas strengths and weaknesses.

(p. 251)


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Logic of leadership: East meets west

While Western views on leadership begin by delineating an

action plan based on a set of agreed upon objectives (logic

of application), Chinese tradition views leaders as

assessing the favorable and unfavorable elements in the

surrounding situation so that the favorable elements can be

appropriated as the situation evolves (logic of exploitation).

While Western leaders often follow a logic of means and

ends hierarchically arranged through an action plan,

Chinese leaders tend to follow a logic of process where theevolution of the situation leads naturally to the desired end

state, practically without a need for action.

(p. 251)


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West meets west

Finally, even within the West, monolithic

leadership patterns are difficult to find (e.g.,

Tintin).

Consider: Once again, what is a leader?

(p. 252)


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GLOBE Leadership Study

(p. 256)


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Consider:Richard Branson and Konosuke Matsushita

1. What are the differences in leadership styles of

Richard Branson and Konosuke Matsushita?

2. What is the relationship between culture andleadership style in these two examples?

3. How might the GLOBE leadership model help

highlight or explain these differences?

(pp. 256-257)


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Cultural influences on leadership: a model

Culture 1: Managersnormative beliefs aboutpower distribution and

social control(e.g., belief in relationship-

based, egalitarianorganizations)

Culturally compatibleleadership style

(e.g., preference for team-oriented or participative

leadership)

Other influences on leadership style(e.g., previous experiences with each other; contractual

limitations; managerial and employee preparedness for leadershipresponsibilities; mutual trust between parties, personal and

situational differences)

Culture 2: Employeesnormative beliefs about

power distribution andsocial control

(e.g., belief in rule-based,hierarchical organizations)

Culturally compatible

leadership style(e.g., preference for strongautocratic leadership

Employeeresponse(e.g., resist

involvement orresponsibility; loss of

respect of leader;foot-dragging and

social loafing)

Managersleadership style

(e.g., use ofparticipative

methods; encourageemployees to

become involved andaccept responsibilityfor results)

(p. 258)


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Consider: Sonys Howard Stringer

Look, in America, I was told to cut costs, but

in Japan, I was told not to cut costs. Two

different worlds. In this country (Japan), youcant lay people off very easily. In America,

you can.

(p. 260)


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Global teams

A group of employees selected from two or

more cultural contexts and sometimes two

of more companies who work together to

coordinate, develop, or manage some

aspect of a firms global operations.

(p. 262)


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Challenges to global team effectiveness:

Managing tasks

Mission and goal setting

Task structuring

Roles and responsibilities Decision Making

Accountability

(pp. 263-264)


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Challenges to global team effectiveness:

Managing group processes

Team building

Communication patterns

Participation Conflict resolution

Performance evaluation

(pp. 263-264)


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Characteristics of

co-located and virtual teams/1

(p. 266)


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Characteristics of

co-located and virtual teams/2


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Special challenges working

with virtual global teams

Lack of mutual knowledge among members.

Lack of common contextual information.

Over-dependence on technology as a substitutefor lack of a common native language.

Loss of details due to possible brevity of

messages.

Lack of shared understanding or

oversimplification of messages.

(pp. 265-270)


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MANAGERS NOTEBOOK:

Leadership and logic

1. Leadership often means different things to different people.

The trick for global managers is to understand this and look

for the underlying meaning of leadership in variouslocations. Investigate, dont evaluate.

2. Similarly, there is often a different logic underling

leadership practices tied to geographic regions (e.g., logic

of application vs. logic of exploitation). Once again,

observe and learn before acting.

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MANAGERS NOTEBOOK:

Leadership and

individual differences

Dont forget individual and group differences.

Leadership styles can differwithin a single

country or region.

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MANAGERS NOTEBOOK:

What is acceptable leadership?

An acceptable leadership style in one culture may be

unacceptable in another.

Acceptable leadership styles are often influenced by alocal societys normative beliefs about the bases of

power distribution and social control.

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MANAGERS NOTEBOOK:

Substitutes for leadership

When two societies differ in their beliefs about what

constitutes acceptable leadership, managers are presented

with a challenge that requires far more than an official title. It also requires a knowledge of how to negotiate mutual

arrangements between disparate groups to accomplish

basic tasks, plus an ability to find alternative means

substitutes for leadershipto achieve organizational goals

that bypass interpersonal or intergroup conflicts over

leadership style.

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MANAGERS NOTEBOOK:

Leading global teams

1.Provide clear, engaging group goals.

2.Provide specific and measurable performance goals.

3.To the extent possible, recruit team members thatcomplement, but support, one another.

4.Focus on result-driven processes.

5.Stress continual learning and continual improvement.

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(p. 273)


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MANAGERS NOTEBOOK:

Leading virtual global teams/1

1. People

Selection of members with right skills, abilities, and motivation.

Provide training on technology use, virtual communication, and

cultural sensitivity.

Align reward systems with nature of distributed work.

Set clear expectations and measurable goals for performance

appraisal purposes.

1. Tasks

Select tasks that are appropriate for virtual work.

Use richer media for complex problems.

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(p. 276)


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Application:

Two leaders

1. As a group, identify two leaders from two different

cultures or countries, and list the qualities and

characteristics, as well as situational characteristics,

that make each of them successful.

2. Next, consider how effective each of these leaders

might be if they exchanged places (and cultures).

3. Based on this comparison, what leadership traits, ifany, can you identify that you believe to be universal

across cultures?


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Think about it:

Your leadership skills

Suppose you have been assigned to lead a new

multicultural team of regional managers who are

collectively responsible for developing a long-term

business strategy for your firm.

1. What might be your biggest anxieties about accepting

this leadership assignment?

2. How would you deal with these anxieties?3. How would you know if your leadership efforts were

successful?

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8233 PPT8 Leadership