Leadership and Employee Behavior in International Business Griffin & Pustay 15-1 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall International Business, 6th Edition chapter 15 Chapter Objectives • Identify and discuss the basic perspectives on individual differences in different cultures • Evaluate basic views of employee motivation in international business • Identify basic views of managerial leadership in international business 15-2 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Chapter Objectives (continued) • Discuss the nature of managerial decision making in international business • Describe group dynamics and discuss how teams are managed across cultures 15-3 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Dimensions Influencing Individual Behavior Stress Personality Creativity Attitudes Perception 15-4 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Personality Personality is the relatively stable set of psychological attributes that distinguishes one person from another 15-5 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall What Determines Personality? Nature 15-6 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Nurture Big Five Personality Traits Agreeableness Conscientiousness Emotional Stability Extroversion Openness 15-7 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Agreeableness High Good natured, cooperative, understanding Low Agreeableness The ability to get along with others 15-8 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Short tempered, irritable, uncooperative Conscientiousness High Organized, self-disciplined, systematic Low Conscientiousness The drive to impose order and precision 15-9 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Disorganized, careless, irresponsible Emotional Stability High Resilient, calm, secure Low Emotional Stability The inclination to maintain a balanced emotional state 15-10 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Reactive, excitable, insecure Need-Based Models • Maslow’s Hierarchy of Needs • McClelland’s Learned Needs Framework • Herzberg’s Two-Factor Theory 15-23 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Maslow’s Hierarchy of Needs Self-actualization Self-esteem Social Security Physiological 15-24 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall McClelland’s Learned Needs Framework Need for achievement Need for power Need for affiliation 15-25 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Herzberg’s Two-Factor Theory Hygiene factors 15-26 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Motivator factors Expectancy Theory: A Process-Based Model of Motivation Expectancy theory suggests that people are motivated to behave in certain ways to the extent that they perceive that such behaviors will lead to outcomes they find personally attractive 15-27 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Reinforcement Model • Behavior that results in a positive outcome will likely be repeated under the same circumstances in the future • Behavior that results in a negative outcome will result in a different choice under the same circumstances in the future 15-28 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Leadership Leadership is the use of noncoercive influence to shape the goals of a group or organization, to motivate behavior toward reaching those goals, and to help determine the group or organizational culture 15-29 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Table 15.2 Differences between Leadership and Management Activity 15-30 Management Leadership Creating an agenda Planning and budgeting Establishing detailed steps and timetables Establishing direction Developing vision Developing a human network for achieving the agenda Organizing and staffing Aligning people Communicating direction Executing plans Controlling and problem solving Monitoring results Motivating and inspiring Energizing people Outcomes Produces predictability and order Produces change Establishing structure Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Figure 15.2 The Role of Managers Varies across Cultures 15-31 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Models of Decision Making Normative Descriptive 15-32 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Figure 15.3 Models of the Decision-Making Process Copyright 2010 Pearson Education, Inc publishing as Prentice Hall 15-33 Steps in the Normative Model Problem Recognition Identifying Alternatives Evaluating Alternatives Selecting the Best Alternative Implementation Follow up and Evaluation 15-34 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Groups and Teams in International Business Regardless of whether a firm is a small domestic company or a large MNC, much of its work is accomplished by people working together as part of a team, task force, committee, or operating group 15-35 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Characteristics of Mature Teams • Develops a well-defined role structure • Establishes norms for members • Promotes cohesiveness • Includes informal leaders 15-36 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America Copyright © 2010 Pearson Education, Inc publishing as Prentice Hall ... leadership in international business 15- 2 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Chapter Objectives (continued) • Discuss the nature of managerial decision making in international. .. Internal 15- 14 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall External Self-Efficacy Self-efficacy indicates a person's beliefs about his or her capabilities to perform a task 15- 15... or organizational culture 15- 29 Copyright 2010 Pearson Education, Inc publishing as Prentice Hall Table 15. 2 Differences between Leadership and Management Activity 15- 30 Management Leadership