Transcript Motivating and Leading

Motivating and Leading
Chapter 11
Prentice Hall 2003
Chapter 11
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Chapter 11 - Overview
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Motivating
Cross-cultural research on motivation
The meaning of work
The need hierarchy in the international context
The intrinsic-extrinsic dichotomy in the international context
Reward systems
Leading
The global leader’s role and environment
The e-business effect on leadership
Technology
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Cross-Cultural Research on Motivation
 Motivation is very much a function of the context
of a person’s work and personal life. That
context is greatly influenced by cultural
variables, which affect the attitudes and
behaviors of individuals (and groups) on the job.
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Cross-Cultural Research on Motivation
(contd.)
Some generalized assumptions about motivation based on
Hofstede’s research:
 High uncertainty avoidance suggests the need for job security,
whereas people with low uncertainty avoidance would probably be
motivated by more risky opportunities for variety and fast-track
advancement.
 High power distance suggests motivators in the relationship between
subordinates and their boss, whereas low power distance implies that
people would be more motivated by teamwork and relations with
their peers.
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Cross-Cultural Research on Motivation
(contd.)
 High individualism suggests people would be motivated by
opportunities for individual advancement and autonomy; collectivism
(low individualism) suggests that motivation will more likely work
through appeals to group goals and support.
 High masculinity suggests that most people would be more
comfortable with the traditional division of work and roles; in a more
feminine culture, the boundaries could be looser, motivating people
through more flexible roles and work networks.
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Work Centrality
 Work centrality is defined as “the degree of
general importance that working has in the life of
an individual at any given point in time.”
 The higher the mean work centrality score, the
more motivated and committed the workers
would be.
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The Meaning of Work (MOW) Research
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Functions satisfied by work
Work provides a needed income
Is interesting and satisfying
Provides contacts with others
Facilitates a way to serve society
Keeps one occupied
Gives status and prestige
The MOW team looked at the score for each function
for various countries
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The Relative Meaning of Work in Eight
Mean work
Countries
centrality score
(Exhibit 11-1)
8.0
7.75
7.78 Japan (7)
N = 3144
7.5
Work is
more
important
and more
central in
life
7.25
7.0
6.75
6.5
7.30 (former) Yugoslavia (5)
7.10
Israel (4)
6.94 USA (30
6.81 Belgium (1)
6.69 Netherlands (1)
6.67
6.36
N = 893
N = 996
N = 446
Germany (1)
N = 976
N = 1276
Britain (0)
N = 409
6.25
Numbers in parentheses indicate the number
of countries significantly lower (p<0.05) in
work centrality than the country designated
6.0
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N = 521
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Motivation Theories in the International
Context
How applicable are motivation theories proposed by
Maslow and Herzberg in the international context?
 Haire, Ghiselli and Porter’s survey concluded that
Maslow’s needs, in particular the upper-level ones, are
important at the managerial level, although the managers
reported that the degree to which their needs were
fulfilled did not live up to their expectations.
 Ronen concluded that need clusters are constant across
nationalities and that Maslow’s need hierarchy is
confirmed by these clusters. Also, Herzberg’s categories
are confirmed by the cross-national need clusters..
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The Need Hierarchy in the International
Context
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Ronen’s need clusters
Job goals, such as working area, work time,
physical working conditions, fringe benefits,
and job security;
relationships with co-workers and supervisors;
and
work challenges and opportunities for using
skills.
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The Role of Culture in Job Motivation
(Exhibit 11-6)
Culture
Values/Attitudes/Norms
MOW
(Meaning
Of Work)
Needs
Motivation
Individual/
Group
Behavior
Appropriate Motivators
(Intrinsic-extrinsic)
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Roles Played by Managers on International
Assignments
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A representative of the parent firm
The manager of the local firm
A resident of the local community
A citizen of either the host country or of another
country
 A member of a profession
 A member of a family
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Variables in the Leader’s Role
 The content of leadership comprises the
attributes of the leader and the decisions to be
made
 The context of leadership comprises all those
variables related to the particular situation.
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Factors Affecting Leadership Abroad
(Exhibit 11-7)
CONTENT
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Attributes of the Person
Job position knowledge,
experience, expectations
Longevity in company,
country, functional area
Intelligence and cultural
learning or change ability
Personality as demonstrated in
values, beliefs, attitudes toward
foreign situations
Multiple memberships in work
and professional groups
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Characteristics of Decision
Situation
Degree of complexity,
uncertainty, and risk
In-country information needs
and availability
Articulation of assumptions
and expectations
Scope and potential impact on
performance
Nature of business partners
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Factors Affecting Leadership Abroad
(contd.)
 Decision and personal work
style
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 Authority and autonomy
required
 Required level of participation
and acceptance by employees,
partners, and government
 Linkage to other decisions
 Past management legacy
 Openness to public scrutiny
and responsibility
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Factors Affecting Leadership Abroad
(contd.)
CONTEXT
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Attributes of the Job or
Position
Longevity and past success of
former role occupants in the
position
Technical requirements of the
job
Relative authority or power
Physical location (e.g., home
office, field office)
Need for coordination,
cooperation, and integration
with other units
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Characteristics of the Firm
and Business Environment
 Firm structure: size, location,
technology, tasks, reporting,
and communication patterns
 Firm process: decision making,
staffing, control system,
reward system, information
system, means of coordination,
integration, and conflict
resolution
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Factors Affecting Leadership Abroad
(contd.)
 Resource availability
 Foreign peer group relations
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 Firm outputs: products,
services, public image,
corporate culture, local history,
and community relations
 Business environment: socialcultural, political-economic,
and technological aspects of a
country or market
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Culturally-Contingent Beliefs Regarding
Effective Leadership Styles
(Selected data)
(Exhibit 11-8)
Country N
Charisma Team
Austria
Brazil
China
Denmark
England
India
Israel
Japan
Mexico
Russia
USA
6.03
6.01
5.57
6.01
6.01
5.85
6.23
5.49
5.66
5.66
6.12
169
264
160
327
168
231
543
197
327
301
399
5.74
6.17
5.57
5.70
5.71
5.72
5.91
5.56
5.75
5.63
5.80
SelfProtective
Part.
Humane Auton.
3.07
3.50
3.80
2.82
3.04
3.78
3.64
3.61
3.86
3.69
3.16
6.00
6.06
5.05
5.80
5.57
4.99
4.96
5.08
4.64
4.67
5.93
4.93
4.84
5.18
4.23
4.90
5.26
4.68
4.68
4.71
4.08
5.21
4.47
2.27
4.07
3.79
3.92
3.85
4.26
3.67
3.86
4.63
3.75
Scale 1 to 7 in order of how important those behaviors
are considered for effective leadership (7 = highest)
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Culturally-Contingent Beliefs Regarding
Effective Leadership Styles
Sample comments made by managers from various
countries:
 Americans appreciate two kinds of leaders. They seek empowerment
from leaders who grant autonomy and delegate authority to
subordinates. They also respect the bold, forceful, confident, and
risk-taking leader, as personified by John Wayne.
 The Dutch place emphasis on egalitarianism and are skeptical about
the value of leadership. Terms like leader and manager carry a
stigma. If a father is employed as a manager, Dutch children will not
admit it to their schoolmates.
 Arabs worship their leaders – as long as they are in power!
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Culturally-Contingent Beliefs Regarding
Effective Leadership Styles
(contd.)
 Iranians seek power and strength in their leaders.
 Malaysians expect their leaders to behave in a manner that is humble,
modest, and dignified.
 The French expect their leaders to be “cultivated” – highly educated
in the arts and in mathematics.
R. House, et al.
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The Culture Contingency in the Leadership
Process: An Integrative Model
(Exhibit 11-12)
Context
Content
Leader-Follower
Situation
External Origin
Political
Economic
Technological
Cultural
Leader
Cultural sensitivity
Values, motives
Ability, experiences
Source of power
Personality, style
Leader Behavior Variables
Autocratic or participative
Task or people oriented
Reward system
Transformational
Subordinates
Level of Divergence/ Values, norms
Convergence of
Ability, experiences
Culture/
Needs, motives
Management
Locus of control
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Interaction
Influence
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The Culture Contingency in the Leadership
Process: An Integrative Model
(contd.)
Motivation
Effects
Employee
Behavior
Work Groups
Variables
Values, norms
Expectancy
Work goals
achievement
Authority system
Internal Origin
Value of rewards
Organization factors Group processes Responsiveness to
Task factors
Leader behaviors
Resource availability
Group response
Systems
Processes
Motivation
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Outcomes
Effort
Productivity
Performance Quality
Ability to
Achievement of
Achieve goals individual and
group goals
Satisfaction Positive climate
Turnover
Satisfaction
Absenteeism
Quality
Feedback
Rewards
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