Slide 8.1 Chapter Culture and leadership Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.2 Different conceptions of leadership A number of American and European theories about leadership •Most assume: – leadership has to with an individual intentionally exerting influence on others to structure the relationships in an organisation •Definitions differ as to with how the influence is exerted and the outcome of the attempt to influence •The manager: – embodiment of stability within an organisation •The leader: - ensures the success of the organisation Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.3 Cultural contingencies • Cultural constraints: – Power: – in large power distance cultures: – an ideal leader may well be expected to display great authority, to the benefit of those being led – Uncertainty: – in some cultures that prefer rules and avoid ambiguities – the leader may well need to give strong direction – Cultural profile of the leader : – who is making decisions as to how best to lead Leaders may be forced to alter their leadership behaviour to conform to cultural realities faced Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.4 The Japanese way Success of Japanese products in USA > increasing attention to Japanese management •Ouchi (1981): – introduced the Z theory (basic Japanese approach): • Starting-point: – • • all employees share a collective responsibility for company’s fate Focus on subordinates’ attitudes and responsibilities Individuals are encouraged to develop their potential within the company: – they are expected to function (with training) in different positions This approach : - impact on US views of management Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.5 A transformational rather than transactional leader • The transformational leader – Creates, communicates and embodies a vision which can influence changes in the attitudes and assumptions of subordinates – Builds their commitment inspires trust, confidence and loyalty • The (traditional) transactional leader – Has more of a ‘business-like’ relation with subordinates – Appeals to the self-interest of all parties • Business needs both types of leadership: – the most effective leaders combine the two styles Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.6 Leadership: two positive universal attributes • Two dimensions of leadership very effective in all societies studied: – Team-oriented leadership: • the emphasis on building effective teams and implementing a goal common to team members – Charismatic/value-based leadership: • the emphasis on the communication of vision, values and having confidence in the ‘followers’ Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.7 Leadership: two positive universal attributes (Continued) • Brodbeck et al (2008) propose a number of cultural dimensions which can predict these two types of leadership: – Team-oriented leadership: Performance orientation – Charismatic/value-based leadership: In-group collectivism Humane orientation Uncertainty avoidance Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8.8 Management of global talent How to ensure (further) success of global companies? •Need to take account of global priorities & national contexts •Global talent should be identified as mix of: – Competence: necessary knowledge and skills – Commitment: using the above in workplace while engaging employees with their work role – Contribution: giving value to company (promoting its success) while gaining value from it (self-fulfilment) • Balance needed: • between global standards and local needs End Browaeys and Price, Understanding Cross-Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 ... Uncertainty avoidance Browaeys and Price, Understanding Cross- Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8. 8 Management of global talent How... be forced to alter their leadership behaviour to conform to cultural realities faced Browaeys and Price, Understanding Cross- Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education... impact on US views of management Browaeys and Price, Understanding Cross- Cultural Management PowerPoints on the Web, 3rd edition, © Pearson Education Limited 2015 Slide 8. 5 A transformational