Chapter 15: Leadership and Employee Behavior in International Business

International Business, 4th Edition

Griffin & Pustay
15-1 2004 Prentice Hall

Chapter Objectives_1
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 2004 Prentice Hall

Chapter Objectives_2
Discuss the nature of managerial decision making in international business Describe group dynamics and discuss how teams are managed across cultures

15-3

2004 Prentice Hall

Personality Differences across Cultures

Relatively stable set of psychological attributes that distinguishes one person from another Nurture versus nature

15-4

2004 Prentice Hall

Big Five Personality Traits

Agreeableness Conscientiousness Emotional Stability Extroversion Openness
15-5 2004 Prentice Hall

Agreeableness
High
Good natured, Cooperative, understanding

Low Agreeableness
The ability to get along with others
Short tempered, Irritable, uncooperative

15-6

2004 Prentice Hall

Conscientiousness
High
Organized, Self-disciplined, systematic

Low Conscientiousness
Disorganized, Careless, irresponsible

The drive to impose order and precision

15-7

2004 Prentice Hall

Emotional Stability
High
Resilient, calm, secure

Low Emotional Stability

Reactive, excitable, insecure

The inclination to maintain a balanced emotional state

15-8

2004 Prentice Hall

Extroversion
High
Sociable, talkative, assertive

Low Extroversion
Less sociable, quiet, introverted

Ones comfort level with relationships

15-9

2004 Prentice Hall

Openness
High
Willing to Change beliefs, ideas, and attitudes

Low Openness
Nonreceptive to new ideas and change

Ones rigidity of beliefs and range of interests

15-10

2004 Prentice Hall

Other Personality Traits at Work

Locus of Control Self-efficacy Authoritarianism Self-esteem

15-11

2004 Prentice Hall

Attitudes Across Cultures

Job satisfaction Organizational Commitment

15-12

2004 Prentice Hall

Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers

15-13

2004 Prentice Hall

Perception Across Cultures

Set of processes by which an individual becomes aware of and interprets information about the environment Stereotyping
Occurs when we make inferences about someone because of one or more characteristics they possess
15-14 2004 Prentice Hall

Workers in different cultures exhibit different profiles of characteristics, motivations, and processes

15-15

2004 Prentice Hall

Motivational Processes Across Cultures

Need-based models of motivation: Attempt to identify the specific need or set of needs that results in motivated behavior Process-based models of motivation: Focus on conscious thought processes people use to select one behavior from among several
15-16 2004 Prentice Hall

Need-Based Models Across Cultures

Maslows Hierarchy of Needs McClellands Learned Needs Framework Herzbergs Two-Factor Theory

15-17

2004 Prentice Hall

Expectancy Theory: A Process-Based Model 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 Cultural factors will affect the nature of work goals and peoples perceptions of how they should pursue them
15-18 2004 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
15-19 2004 Prentice Hall

Leadership
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

15-20

2004 Prentice Hall

Table 15.2 Differences between Leadership and Management

Activity Management Leadership

Creating an agenda

Planning and budgeting. Establishing detailed steps and timetables.

Organizing and staffing. Establishing structure. Controlling and problem solving. Monitoring results. Produces predictability and order.

Establishing direction. Developing vision.

Aligning people. Communicating direction. Motivating and inspiring. Energizing people. Produces change.

Developing a human network for achieving the agenda Executing plans

Outcomes

15-21

2004 Prentice Hall

Figure 15.2 The Role of Managers Varies across Cultures

15-22

2004 Prentice Hall

Models of Decision Making

Normative Model: managers apply logic and rationality in making the best decisions Descriptive Model: behavioral processes limit a managers ability to always be logical and rational
15-23 2004 Prentice Hall

Figure 15.2 Models of the DecisionMaking Process

15-24

2004 Prentice Hall

The Normative Model Across Cultures

Step 1: Problem Recognition Step 2: Identifying Alternatives Step 3: Evaluating Alternatives Step 4: Selecting the Best Alternative Step 5: Implementation Step 6: Follow-up ad Evaluation
15-25 2004 Prentice Hall

Mature Team Characteristics

Develops a well-defined role structure Establishes norms for members Promotes cohesiveness Includes informal leaders

15-26

2004 Prentice Hall

Managers must remain cognizant of differences resulting from diversity within a group

15-27

2004 Prentice Hall