Motivating and Leading

1. Motivating and Leading Chapter 11 Chapter 11

2. Chapter 11 - Overview • 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 Chapter 11

3. 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. Chapter 11

4. 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. Chapter 11

5. 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. Chapter 11

6. 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. Chapter 11

7. The Meaning of Work (MOW) Research 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 Chapter 11

8. The Relative Meaning of Work in Eight Countries(Exhibit 11-1) Mean work centrality score 8.0 7.78 N = 3144 Japan (7) 7.75 7.5 7.30 (former) Yugoslavia (5) N = 521 Work is more important and more central in life 7.25 7.10 Israel (4) N = 893 N = 996 N = 446 7.0 6.94 USA (30 6.81 Belgium (1) 6.75 6.69 Netherlands (1) Germany (1) N = 976 N = 1276 6.67 6.5 6.36 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 Chapter 11

9. 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.. Chapter 11

10. The Need Hierarchy in the International Context 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. Chapter 11

11. The Role of Culture in Job Motivation(Exhibit 11-6) Culture Values/Attitudes/Norms Individual/ Group Behavior MOW (Meaning Of Work) Needs Motivation Appropriate Motivators (Intrinsic-extrinsic) Chapter 11

12. Roles Played by Managers on International Assignments • 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 Chapter 11

13. 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. Chapter 11

14. 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 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 Factors Affecting Leadership Abroad(Exhibit 11-7)CONTENT Chapter 11

15. Decision and personal work style 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 Factors Affecting Leadership Abroad(contd.) Chapter 11

16. 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 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 Factors Affecting Leadership Abroad(contd.)CONTEXT Chapter 11

17. Resource availability Foreign peer group relations Firm outputs: products, services, public image, corporate culture, local history, and community relations Business environment: social-cultural, political-economic, and technological aspects of a country or market Factors Affecting Leadership Abroad(contd.) Chapter 11

18. Culturally-Contingent Beliefs Regarding Effective Leadership Styles(Selected data)(Exhibit 11-8) Country N Charisma Team Self- Part. Humane Auton. Protective Austria 169 6.03 5.74 3.07 6.00 4.93 4.47 Brazil 264 6.01 6.17 3.50 6.06 4.84 2.27 China 160 5.57 5.57 3.80 5.05 5.18 4.07 Denmark 327 6.01 5.70 2.82 5.80 4.23 3.79 England 168 6.01 5.71 3.04 5.57 4.90 3.92 India 231 5.85 5.72 3.78 4.99 5.26 3.85 Israel 543 6.23 5.91 3.64 4.96 4.68 4.26 Japan 197 5.49 5.56 3.61 5.08 4.68 3.67 Mexico 327 5.66 5.75 3.86 4.64 4.71 3.86 Russia 301 5.66 5.63 3.69 4.67 4.08 4.63 USA 399 6.12 5.80 3.16 5.93 5.21 3.75 Scale 1 to 7 in order of how important those behaviors are considered for effective leadership (7 = highest) Chapter 11

19. 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! Chapter 11

20. 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. Chapter 11

21. The Culture Contingency in the Leadership Process: An Integrative Model(Exhibit 11-12) ContextContentLeader-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 Values, norms Ability, experiences Needs, motives Locus of control Interaction Level of Divergence/ Convergence of Culture/ Management Influence Chapter 11

22. The Culture Contingency in the Leadership Process: An Integrative Model(contd.) Motivation Effects Outcomes EffortProductivity Performance Quality Ability toAchievement of Achieve goalsindividual and group goals Satisfaction Positive climate TurnoverSatisfaction Absenteeism Quality Employee Behavior Variables Expectancy achievement Value of rewards Responsiveness to Leader behaviors Group response Work Groups Values, norms Work goals Authority system Group processes Internal Origin Organization factors Task factors Resource availability Systems Processes Feedback Rewards Motivation Chapter 11