This document discusses leadership across different cultures. It begins by defining leadership and examining the manager-leader paradigm. It then explores philosophical theories of leadership and different leadership styles. Key differences in leadership approaches across cultures like the US, Europe, Middle East, Korea, China, India and developing countries are outlined. The document also discusses universal versus culturally-dependent leadership behaviors and ranks the most important leadership attributes by region. It concludes with a hypothetical case study about an American retailer expanding internationally and questions about adapting leadership style across cultures.

1. Leadership across culture DongWoo, Carlos, Warren

2. Leadership Across Cultures Foundation for Leadership Leadership in the International Context Recent Findings and Insights About Leadership Case: An Offer from Down Under

3. Foundation for Leadership What is leadership???

4. Foundation for Leadership Leadership: The process of influencing people to direct their efforts toward the achievement of some particular goal or goals.

5. Foundation for Leadership: The Manager-Leader Paradigm

6. Foundation for Leadership: The Manager-Leader Paradigm

7. Foundation for Leadership: The Manager-Leader Paradigm What cultures would be the most likely to perceive differences between managerial and leadership duties? What cultures would view them as the same? Use evidence to support your answer.

8. Foundation for Leadership: Philosophical Background Theory X manager Believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

9. Foundation for Leadership: Philosophical Background Theory Y manager Believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.

10. Foundation for Leadership: Philosophical Background Theory Z manager Believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.

11. Foundation for Leadership: Leadership Behaviors and Styles

12. Foundation for Leadership: The Managerial Grid Performance

13. Four areas relevant to leadership Capacity for Leadership and Initiative- Theory X or Y Sharing Information and Objectives- Leader-Subordinate Interactions (Figure 13-1) Participation Internal or External Control(External: Reward, Punishment)

14. Discussion Is there any relationship between company size and European managers’ attitude toward participative leadership style? There was more support among manager in small firms than in large ones regarding the belief that individuals have a capacity for leadership and initiative However, respondent from larger firms were more supportive of sharing information and objectives, participation, and use of internal control.

15. Japanese vs. U.S. Leadership Style

17. Differences in Middle Eastern and Western Management Adapted from Table 13–5: Differences in Middle Eastern and Western Management

18. Differences in Middle Eastern and Western Management Adapted from Table 13–5: Differences in Middle Eastern and Western Management

19. Middle Eastern vs. Western Europe Management

20. Discussion Different leadership from different culture.Korea / ChinaUSAEurope

22. Leadership approach in developing countries India - similar to Anglo-Americans toward capacity for leadership and initiative, participation, and internal control(Great Britain)- but different in sharing information and objectives Peru - much closer to leadership in the United States than previously assumed *Developing countries may be moving toward a more participative leadership style

23. Effective Active Passive Effective An Optimal Profile of Universal Leadership Behaviors I’s–transformational CR–Contingent Reward MBE-A–Active Management-by-Exception MBE-P–Passive Management-by-Exception LF–Laissez-Faire I’s CR MBE-A MBE-P Frequency LF Adapted from Figure 13–5: An Optimal Profile of Universal Leadership Behaviors McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

24. Transformational leaders Four interrelated factors: Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Transformational leadership http://www.youtube.com/watch?v=vI8GCfbdigI Example of transformational leadership http://www.youtube.com/watch?v=hRiW_RNuxus

25. Exercise Role Playing : Manage your employees who is constantly late for meetings.

26. Leader Types Laissez-faire leader: This leader avoids intervening or accepting responsibility for follower actions. MEB-P -Passive Management-by-exception: This leader takes action or intervenes in situations only when standard are not met. MBE-A–Active Management-by-Exception: This individual monitors follower performance and takes corrective action when deviation from standards occur. CR–Contingent Reward. This leader clarifies what needs to be done and provides both psychic and material rewards to those who comply with his or her directives. Transformational leaders. This leaders are visionary agents with a sense of mission who are capable of motivating their followers to accept new goals and new ways of doing things.

27. Discuss Is effective leadership behavior universal, or does it vary from culture to culture?

28. Rankings of the Most Important Leadership Attributes Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster

29. Rankings of the Most Important Leadership Attributes Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster

30. Authentic Leadership Four distinct characteristics of authentic leaders They do not fake their actions They are driven from internal forces (not external rewards) They are unique and guide based on personal beliefs, not other’s orders They act based on individual passion and values

31. Discuss How are authentic leaders different from transformational leaders?

32. An Offer from Down Under Gandriff Corp. is a successful retail chain in the Midwest. Wants to expand! Australian investors offer $100 million to help set up down under. Operations will be run by Gandriff. Gandriff thinks Europe will have better growth. Australians offer another $100m if Australia if first.

33. An Offer from Down Under Will the leadership style used in the United States be successful in Australia, or will the Australians respond better to another? If the retailer goes into Europe, in which country will it have the least problem using its U.S.-based leadership style? Why? If the company goes into Europe, what changes might it have to make in accommodating its leadership approach to the local environment? Use Germany as an example.

34. Leadership Across Cultures Any questions?