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Authoritarian Leader
Paternalistic Leader
Participative Leader
OR
Does the leader believe that
characteristics such as initiative can
be acquired by most people
regardless of their inborn traits and
abilities? (Theory Y)
Leadership in the International
Context
Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.
Capacity
Capacity for
for Leadership
Leadership Does the leader support
and participative leadership practices?
and Initiative
Initiative
Sharing
Sharing Information
Information
and
and Objectives
Objectives
Participation
Participation
Leadership in the International
Context
Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.
Capacity
Capacity for
for Leadership
Leadership Does the leader believe that the
and most effective way to control
and Initiative
Initiative
employees is through rewards and
Sharing
Sharing Information
Information punishment?
and
and Objectives
Objectives OR
Participation
Participation Does the leader believe that
employees respond best to
internally generated control?
Internal
Internal Control
Control
Clusters of Countries in the Haire,
Ghiselli, and Porter Study
Adapted from Table 13–3: Clusters of Countries in the Haire, Ghiselli, and Porter Study
Leadership in the International
Context
Attitudes of European The Role of Level, Size, and
Managers Toward Age on European Managers’
Leadership Practices Attitudes Toward Leadership
Higher-level managers tend to express more democratic
values than lower-level managers in some countries – in
other countries, the opposite was true
Company size tends to influence the degree of
participative-autocratic attitudes
Younger managers were more likely to have democratic
values when it came to capacity for leadership and
initiative and to sharing information and objectives
Leadership in the International
Context
Attitudes of European
Conclusion About European
Managers Toward
Leadership Practices
Leadership Practices
Most European managers tend to reflect more
participative and democratic attitudes – but not in every
country
Organizational level, company size, and age seem to
greatly influence attitudes toward leadership
Many of the young people in this study now are middle-
aged – European managers in general are highly likely to
be more participative than their older counterparts of the
1960s and 1970s
Leadership in the International
Context
Japanese Leadership
Approaches
Variety Amplification
Japanese executives are taught and tend to use variety amplification – the
creation of uncertainty and the analysis of many alternatives regarding
future action
Variety Reduction
U.S. executives are taught and tend to use variety reduction – the limiting
of uncertainty and the focusing of action on a limited number of alternatives
Productivity of Japanese Groups with High-
Achievement Motivation under Different Leadership
Styles
80
50
Productivity
—— PM Leadership Style 9,9
(high task, high people)
—— M Leadership Style 1,9
(low task, high people)
—— P Leadership Style 9,1
(high task, low people)
0
—— PM Leadership Style 1,1
1 2 3 4 5 6 7
(low task, low people)
Sessions
Adapted from Figure 13–3: Productivity of Japanese Groups with High-Achievement Motivation under Different
Leadership Styles
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserve
Productivity of Japanese Groups with Low-Achievement
Motivation under Different Leadership Styles
80
50
Productivity
—— P Leadership Style 9,1
(high task, low people)
—— PM Leadership Style 9,9
(high task, high people) 25
—— PM Leadership Style 1,1
(low task, low people)
—— M Leadership Style 1,9
(low task, high people) 01 2 3 4 5 6
7 Sessions
Adapted from Figure 13–4: Productivity of Japanese Groups with Low-Achievement Motivation under Different
Leadership Styles
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserve
Leadership in China
Importance that the respondents in one study assigned to three areas:
Context
There is a tendency toward participative leadership styles among
young Arab middle managers, as well as among highly educated
managers of all ages
Differences in Middle Eastern and
Western Management
Adapted from Table 13–5: Differences in Middle Eastern and Western Management
Differences in Middle Eastern and
Western Management
Adapted from Table 13–5: Differences in Middle Eastern and Western Management
Leadership Approaches in
Developing Countries
Managerial attitudes in India are similar to Anglo-
Americans toward capacity for leadership and initiative,
participation, and internal control, but different in
sharing information and objectives
Leadership styles in Peru may be much closer to those
in the United States than previously assumed
Leadership in the
Developing countries International
may be moving toward a more
participative leadership style
Context
Recent Findings and Insights About
Leadership
Transformational, Transactional,
and Charismatic Leadership
Transformational leaders are characterized by four interrelated factors:
Passive
Passive Management-by-
Management-by- Takes action or intervenes in situations
Exception
Exception (MBE-P)
(MBE-P) Leader
Leader only when standards are not met
MBE-A
Passive Active
MBE-P
y
nc
ue
eq
Fr
LF
Effective
Adapted from Figure 13–5: An Optimal Profile of Universal Leadership Behaviors
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserve
Qualities Most Demanded in
Advertisements for European
Executives
Adapted from Table 13–6: Qualities Most Demanded in Advertisements for European Executives
Qualities Most Demanded in
Advertisements for European
Executives
Adapted from Table 13–6: Qualities Most Demanded in Advertisements for European Executives
Rankings of the Most Important
Leadership Attributes
Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster
Rankings of the Most Important
Leadership Attributes
Adapted from Table 13–7: Rankings of the Most Important Leadership Attributes by Region and Country Cluster
Recent Findings and Insights About
Leadership
Leader Behavior, Leader
Effectiveness, and Leading Teams
One of the keys to successful global leadership is
knowing what style and behavior works best in a given
culture and adapting appropriately
Case