Traditional Theories of Leadership and the Achievement Dimension

CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 1
©2017 ITAP International, Inc. All Rights Reserved.
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Traditional Theories of
Leadership and the
Achievement Dimension

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Leadership: Behavioral Theories
Behavioral theories:
•Focus on observable behavior, not underlying traits
•Behavior can be learned, esp. by high self-monitors
“self-monitors” = people who are very conscious
of their own behavior and its impact on others, and
are skilled at adjusting their own behavior
Source: Management 11e

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• Ohio State Studies uncovered 2 dimensions of
behavior:
1. Consideration: Trust, respect for ideas,
regard for feelings
• [66% of employees are motivated by appreciation]
1. Initiating structure: Organize work, work
relationships, and goals.
Source: Management, 11th
edition, by John R.
Schermerhorn, Jr

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University of Michigan Studies: Similar to the
studies in Ohio State University
•Employee-oriented leaders: Like the Ohio
State dimension of “initiating structure”
•Production-oriented leaders: Like the Ohio
State dimension of “consideration”
edition, by John R.
Schermerhorn, Jr

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Differences Between Ohio state
and Michigan University Research
• University of Michigan studies show that
“leaders who were employee-oriented in their
behavior” do better than production-oriented
leaders
• Employees under employee-oriented leaders
have:
– higher group productivity
– higher job satisfaction
edition, by John R.
Schermerhorn, Jr

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Differences Between Ohio state
and Michigan University Research
• The Ohio State studies argue that both
consideration (employee-oriented) and
initiating structure (production-oriented)
are important
edition, by John R.
Schermerhorn, Jr

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Basic Distinction: Relationship vs. Task
edition, by John R. Schermerhorn, Jr

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Reflection: Where did YOU learn
behaviors that belong to “initiating
structure”?
Where did you learn:
-Trust?
-Respect for ideas?
-Respect for your own feelings?
-Respect other people’s feelings?

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Reflection: Where did YOU learn
behaviors that belong to “initiating
structure”?
Where did you learn:
- Organize work?
- Relating to people at work?
- Setting goals?

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Evaluating Behavioral Theories
Strengths Weaknesses
• Directs researchers and
practitioners to an
important distinction: task
vs. relationship
• Theory does not tell us
about the situations in
which task or
relationships are
particularly important,
making it difficult to give
practical advice
• There are probably other
orientations besides
employee and production
edition, by John R. Schermerhorn, Jr

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Geert Hofstede: The Values that
Motivate Behavior
• One can research the values that
motivate behavior (and situations in
which there is a gap between the values
and the behavior)
Prof. Geert Hofstede

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Hofstede’s Framework
• As in previous ITAP presentations, we
define cultural values by drawing on
Prof. Geert Hofstede’s framework
• In Hofstede’s framework, cultural values
are organized along six dimensions
– Each dimension is a continuum
– At each end of a continuum is a distinct
value orientation

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Hofstede’s Framework and the
Ohio State and University of
Michigan Studies
• One of Hofstede’s 6 dimensions is
Achievement
• Achievement partially aligns with the
tension between being employee-oriented
vs. production-oriented (Consideration vs.
Structure Initiation)

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Achievement
…the degree to which we focus on goal
achievement and work, or quality of life and
caring for others
ACHIEVEMENT ORIENTATION
QUALITY OF LIFE ORIENTATIONNice guys finish last.
Winning isn’t everything, it’s
the only thing.
All work and no play make
Jack a dull boy.
It is nice to be
important, but it
is more important
to be nice.

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Achievement Scores Vary Across
Countries
Japan=95 Sweden=5
Austria=79 Denmark=16
Germany=66 Netherland=14
USA=62 China = 471
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ITAP research over the past 9 years. Hofstede’s estimate is 66.
ACHIEVEMENT ORIENTATION
QUALITY OF LIFE ORIENTATION

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Imagine Business Leaders Working
Across Cultural Differences
Advice to individuals with Quality of Life Orientation
who work with Achievement oriented colleagues:
Your colleagues might perceive you as less driven or ambitious
than they are
They be frustrated and have a greater expectation for urgency
and delivery versus your preference for establishing consultative
relationships and rapport
Recognizing this dynamic early on may help you establish the
cooperation you seek to develop

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Motivate Behavior
Since more than one value motivate behavior,
and Hofstede’s framework includes 6
dimensions...
ITAP has created charts with 4 cells to
discuss behavior along 2 value dimensions
– Achievement and Certainty

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Certainty…
…the extent to which people prefer rules, regulations
and controls or are more comfortable with
unstructured, ambiguous or unpredictable
situations.
NEED FOR CERTAINTY
TOLERANCE FOR
AMBIGUITY
Do it by the book.
Better safe than sorry.
Rules are meant
to be broken.
Nothing ventured,
nothing gained.
Japan=92 Germany=65 USA=46 China=30

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China and Tolerance for Ambiguity
Orientation
“Adherence to laws and rules may be flexible
to suit the actual situation and pragmatism is
a fact of life. The Chinese are comfortable
with ambiguity; the Chinese language is full of
ambiguous meanings that can be difficult for
Western people to follow”

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China
Japan
Scores: https://www.hofstede-insights.com/country-comparison/china,japan/
Combining Two Behavioral Styles
U.S.A.
Germany

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Motivate Behavior
• Global leaders sometimes work with leaders and
followers who do not behave like them and do not
share the same values that drive behavior
• Leaders are at risk of not being effective when
their behavior and values do not align with other
people’s behavior and values, or if they do not
respect differences

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• For more insight about working effectively across
cultures, contact ITAP
• ITAP is one of only 2 companies worldwide endorsed
by Dr. Hofstede and approved to represent his
research
"This [approval] is due to their
professionalism and deep understanding
of my work.”
• An Ivy League university partners with ITAP to certify
its coaches in the CWQ.

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ITAP CWQ database includes over 8,000 respondents.
Results correlate highly with Hofstede’s data. The CWQ
application is currently available in:
– English
– Latin American Spanish
– European Spanish
– French
– German
– Korean
– Chinese
– Questions and instructions only (not the report) are in
Danish and Japanese

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Your results
compared to
country
averages
Explanation of
your results
Individual
orientation Group
orientation
INDIVIDUALISM - the degree to which action is taken for the benefit of the individual,
or benefit of the group
This dimension represents the relationship between the individual and the group in a given society.
• An individualistic society is a culture of the "self” where individuals are expected to take care of themselves
and ties between individuals are loose. In business in individualistic cultures, employees are expected to
take responsibility for their work and their career development. A group (or collectivist) society gives
preference to belonging to the "we," where individuals are loyal and contribute to the wealth of their
family, clan, or organization in exchange for reciprocal group support. In group cultures, the organization,
supervisor and colleagues are more likely to provide support and foster interdependence.
Individualism:
The higher your
score, the higher
your preference
for Individual
Orientation. A
score of 50 or
lower means
more of a
preference for
Group
Orientation.
Interpreting your results
[NOTE: THIS IS A SAMPLE EXPERT PARAGRAPH BASED ON THIS PERSON'S ANSWERS.]
Your score is in the middle to high range of the Individualism dimension and indicates a moderate preference for
individual orientation. Employees with a preference for individual orientation will pursue their employer's interests
to the extent that these coincide with their self-interest. Freedom to adopt your own approach and having
challenging work are important in a job. Individuals expect direct feedback, as well as rewards and recognition
based on their individual performance. Speaking one's mind, honesty and openness are valued. Decisions can
often be made quickly by an individual who has the authority to speak on behalf of a larger group.
Both your score and the score for USA indicate a preference for an individual-oriented environment that supports
and encourages individual expression. In countries with a more pronounced individual orientation such as USA,
you may find the need to appeal more to self-interest than to the group interest, to a degree beyond your normal
style. You can also expect that you may need to take even more individual responsibility for your job performance
than you may be used to.
Your score shows the least difference with the score for India. Your approach is therefore likely to be consistent
with the approach in India.
respondent

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QUADRANT CHARTS:
•The Individualism
results of a group of
people along with
country scores
•The chart also shows
the group results for
another cultural
dimension (in this case,
Power Distance)

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Hofstede Country Culture
Analysis Australia
Analysis
Germany
Hofstede Country Culture Analysis
Mexico
Analysis China
Analysis India
Hofstede Country CultureAnalysisUnited Arab Emirates

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ITAP is prepared toITAP is prepared to
provide demonstrationsprovide demonstrations
of its Intellectualof its Intellectual
Property to qualifiedProperty to qualified
licensorslicensors
Who licenses the CWQ?
•Human Resource professional in large organizations
•Consulting firms seeking the capability to assess
cultural values at the individual, group and
organizational levels

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Improving Competitive Advantage
• Our services focus on:
1.Global talent retention and development
2.Effectiveness of the senior team and
mission critical global teams
3.Global leader and global workforce
development
4.Cross-border transformation and change
• Ensure that culture is an asset, not a
barrier in your global business.

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Catherine Mercer Bing
CEO, ITAP International, Inc.
Managing Director, ITAP Americas, Inc.
353 Nassau Street, First Floor
Princeton, NJ 08540 USA
(W) +1.215.860.5640
(M) +1.609.937.1557
www.Itapintl.com
cbing@itapintl.com
SKYPE: CatherineBing

Traditional Theories of Leadership and the Achievement Dimension

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