International Aspects of

Leadership and Management

• Core values of a country’s culture can defined the type of leadership
behavior that is acceptable
• Value hierarchical relationships--directive approaches accepted: Hong Kong, Latin
American countries
• Do not value hierarchical relationships--supportive (or participative) approaches
accepted: Austria, Sweden

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 International Aspects of
Leadership and Management
(Cont.)
• Some multinational organizations will try for uniformity in
leadership behavior
• Selection of people with behaviors and orientations desired
by the company
• Socialization of people to organization’s core values

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 International Aspects of
Leadership and Management
(Cont.)
• Cultural differences in response to directive leadership and
management
• Initiating structure, production-centered, task-oriented, directive
behaviors
• Workers in countries with authoritarian values expect autocratic
behavior
• Other research: few cross-cultural effects
• Positive effects of supportive leadership
• Tie positive rewards to performance and get positive results
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 International Aspects of
Leadership and Management
(Cont.)
• Global Leadership and Organizational Behavior
Effectiveness Program (GLOBE)
• Major new research program
• One hundred sixty co-investigators from 60 countries
• Results from this unprecedented international behavior research
effort not yet available

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 Trait Theories of Leadership
• "GREAT MAN" Theories
• Little agreement on leadership traits
• Traits can be developed/improved
• In isolation, narrow traits have little utility

105
 Trait Theories Today
• CANOE Dimensions
• Extroversion relates most strongly to leadership
• Conscientiousness and openness to experience strongly related to leadership
• Charisma
• Confidence
• Credibility
• Integrity
• Track Record
• Emotional Intelligence
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 Emotional Intelligence

• Ability to detect, express, and manage emotion in oneself

and others.
Self Other
(Personal Competence) (Social Competence)

Recognition Self Awareness Social Awareness

of emotions
(Empathy)

Regulation
of emotions Self-Management Relationship Management

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 Leadership strategy ?
• “The caring part of empathy, especially for people with whom you work, is
what inspires people to stay with a leader when the going gets rough. The
mere fact that someone cares is more often than not rewarded with loyalty.”
• James Champy, Outsmart

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 BEHAVIORAL APPROACHES:
OHIO STATE STUDIES
• LEADERSHIP BEHAVIORS:
• 1. Initiating structure:
• The extent to which a leader is likely to define and structure his or her role and those of
subordinates.
• 2. Consideration:
• The extent to which a leader is likely to build job relationships characterized by mutual trust,
respect for subordinates' ideas, and regard for their feelings.

• Effective leaders achieve both.

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 BEHAVIORAL APPROACHES: MICHIGAN
STUDIES
• LEADERSHIP TYPES:
• 1. Production Oriented Leaders:
• Focus on the technical or task aspects of the job
• See people as a means to goal accomplishment
• 2. Employee Oriented Leaders:
• Emphasize interpersonal relations
• Take a personal interest in subordinate needs
• Accept individual differences
• Effectiveness is associated with employee oriented leadership behaviors.
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 Blake/Mouton Leadership Grid
9 1,9 Country Club Management 9,9 Team Management
High
Thoughtful attention to needs of Work accomplishment is from
8 people for satisfying relationships committed people; interdependence
Concern for People leads to a comfortable, friendly through a “common stake” in
7 organization atmosphere & organization purpose leads to
work tempo. relationships of trust & respect.
6 5,5 Middle of the Road Management
Adequate organization
5 performance is possible through
balancing the necessity to get out
work with maintaining morale of
4 people at a satisfactory level.
9,1 Authority-Compliance
3 1,1 Impoverished Management
Efficiency in operations results
Exertion of minimum effort
from arranging conditions of
to get required work done is 111
2 appropriate to sustain
work in such a way that
Low human elements interfere to a
organization membership.
minimum degree.
1
1 2 3 4 5 6 7 8 9
Low Concern for Production High
 Fiedler Leadership Model
• Effectiveness depends on the match between the leader’s style and the
situation
• Leader’s style measured with the LPC
• Relationship oriented
• Task Oriented
• Style is fixed

112
 Fiedler Contingency Dimensions
• Dimensions define the key situational factors that determine leadership
effectiveness:
• Leader-member relations (good or poor)
• Task structure (high or low)
• Position power (strong or weak)

113
Findings from the Fiedler Model

114
 SITUATIONAL LEADERSHIP
S3 S2
Participating Selling
Relationship
Behavior S4 S1
(Supportive)
Delegating Telling

Low Task Behavior High

(Guidance)
R4 R3 R2 R1
Able & Willing Able but Unable but Willing Unable & Unready
(Confident) Unwilling (Confident) Unwilling
Ready (Insecure) (Insecure)
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Leadership That Gets Results
• Coercive
• Demands immediate compliance
• “Do what I tell you”
• Negative affect on climate
• Authoritative
• Mobilizes people toward a vision
• “Come with me”
• Strongest positive affect on climate
• Democratic
• Forges consensus through participation
• “What do you think?”
• Positive affect on climate 116
Leadership That Gets Results
• Pace Setting
• Sets high standards for performance
• “Do as I do, now”
• Negative affect on climate
• Affiliative
• Creates harmony and builds emotional bonds
• “People come first”
• Positive affect on climate
• Coaching
• Develops people for the future
• “Try this”
• Positive affect on climate 117
 BULLY OR VICTIM?
• Was Hallums a bully? Or, was he a victim?
• Why?
• Have all the contingencies been taken into account?
• Who were his followers?
• Does it matter?
• Was Hallums a good leader or a poor leader?
• What can we conclude about leadership?

118
 BULLY OR VICTIM? Conclusions
• There is no one best style of leadership
• Effective leaders possess and use more than one style of leadership.
• Effective leaders alter their task and relationship orientation to fit the situation.
• A small set of employee characteristics and
• (e.g., ability, experience, need for independence)
• Environmental factors are relevant contingencies
• (e.g., task characteristics of autonomy and variety)
• Consider Leadership that gets results (pp. 82-83)
119
Leadership That Gets Results
• Coercive • Pace Setting
• In a crisis or genuine emergency • Get quick results from highly
skilled and self motivated
• Authoritative professionals

• Changes require a new vision; • Affiliative

Clear direction is needed • Heal rifts in a team or motivate
• Not good if followers are more during stressful circumstances
experienced than leader • Coaching
• Democratic • Help an employee improve
performance or develop
• To build buy-in or consensus; get strengths
input from valuable/committed
employees • Must want to improve
• Leader is uncertain
120
COACH K AND COACH KNIGHT

A Tale of Two Coaches

121
Two Universal Theories of Motivation and
Leadership
• Given that people are basically
__________ the best way to
motivate/lead them is to __________
• "Is it better to be loved than feared or
feared than loved?”
• Machiavelli, The Prince

122
 Self Awareness
• “Know thyself ”
The Oracle at Delphi
• “The unexamined life is not worth living”
Plato
• “The root of leadership development is in self-
awareness….Very simply, authentic leadership
development occurs when the theory of
leadership—the implicit theory in one’s head—
is challenged.”
Avolio & Luthans, The High Impact Leader
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 PERSON STYLE SITUATION

Self-Awareness Self-Regulation Situation Awareness

“Who we are” Influences “How we lead” Influence “Situation Demands”

Basic Assumptions •Societal norms

About Human Nature
LEADERSHIP •Organizational culture
•Task demands
STYLE •Subordinate needs
Personal Theories
Of Motivation
•Values
•Identity OUTCOMES
•Character
•Life stories Definitions of
•Personality Leadership
•Psychological maturity Effectiveness
124
 Transformational Leadership

• Transformational Leaders: Motivate followers to go beyond normal

expectations by pushing their comfort zone.
• Transactional Leaders:Guide followers to accomplish established goals by
clarifying requirements and emphasizing extrinsic rewards.

125
Full Range of Leadership Model

126
 Transformational Behaviors

• Modeling the way

• Challenging the process
• Enabling/empowering
• Inspiring a shared vision
• Encouraging the heart.

127
LEADING CHANGE

GE & Jack Welch

128
 In 1981, he succeeded "management legend" Reg Jones.
 How effective was Welch in the first few years of taking charge?
 Is he creating/adding value in the early 1980s?
 If so, how?

129
 JACK WELCH:
THE SECOND WAVE
 In what ways did Welch’s approach change in the late 1980’s (both generally
and specifically)?
 Why the change?
 Is Welch still adding value? How?

130
 JACK WELCH
 By the early and mid 1990s, most conglomerates were being broken up, How
did GE escape?
 Are Welch and his team legitmately adding value to this highly diverse
portfolio?
 What do you think of his notion of stretch targets?

131
 JACK WELCH
 As we follow Welch’s continuing iniatives--Six Sigma, A players, e-business--
what patterns do you see in his approach to implementing change over his
20-year tenure?

132
 IMPLEMENTATION
• Lead rather than followed management practice
• Establish a strong base (#1 or #2; workout) and then builds and leverages
(globalization; best-practices, boundaryless)
• Simultaneous emphasis on both hardware and software (e.g., workout and
globalization; A players and dyb.com)
• Deeply embedded operating system that integrates visionary initiatives into
strategic plans, personnel reviews, and ongoing corporate communications
(see exhibit 10)
133
 IMPLEMENTATION
• Takes broad concepts and operationalizes them in tools and mechanisms that allows
implementation (e.g., Speed, simplicity, and self confidence embodied in Work Out)
• Translates initiatives into specific targets (#1 or #2 in world markets; six sigma)
• Identification of champions (e.g. Fresco for Global; Reiner for Six Sigma)
• Insists on alignment and commitment (“participation is not optional”)
• Creating measures and aligning rewards (bonus for idea sharing; 40% of bonus on
Six Sigma)
• Communicator: Articulates initial concept, emphasizes need for alignment; spreads
success
134
• How would you characterize Welch’s role in the change process? What kind
of leader is he?

135
 JACK WELCH:
CONCLUDED
 GE’s transformation led to a radical change in its strategic portfolio,
structural configuration, management processes, and individual attitudes and
behaviors.
 Shift in management focus from managing capital: pulling information up to
 Empowerment: developing people, knowledge and expertise as scarce
strategic resources.

136
BEYOND A CONSTRAINING DOCTRINE:
To a Liberating Philosophy
 Strategy  Purpose
• The company as an economic • The company also as a social
entity unit
 Structure  Process
• The organization as an • The organization also as a set or
aggregation of tasks and roles and responsibilities
responsibilities
 Systems  People
• Managing Personnel as • Recognizing people as
controllable costs and
organizational assets and
replaceable parts.
embodiers of knowledge
137
CORPORATE TRANSFORMATION:
Beyond Restructuring & Reengineering
 Restructuring tools change the organizational anatomy
• Defining the allocation of assets and distribution of responsibilities
 Reengineering exercises alter the organizational physiology
• Developing the organizational flows and interpersonal relationships
 But the key task is to transform the organizational
psychology
• Influencing the behavioral context that frames individual thought and
action
• Requires modeling the way, challenging the process,
enabling/empowering, inspiring a shared vision, encouraging the heart.
138
 MODEL THE WAY
• Walk the talk
• Type IV managers
• Put your money where mouth is
• Crotonville investment
• Intolerance of Type IV managers
• Time allocation
• 2 days each month in Crotonville
• 70% on management issues
139
 CHALLENGE THE PROCESS
• Constantly looking for new and better ways
• Encourage innovation and risk taking
• Balance the Paradox of Routines
• "Routine work drives out non routine work and smothers to death all creative planning,
all fundamental change in the university–or any institution"
• Bennis's First law of Academic Pseudo dynamics

140
 CHALLENGE THE PROCESS
• Constantly looking for new and better ways
• Encourage innovation and risk taking
• Balance the Paradox of Routines
• "Routine work drives out non routine work and smothers to death all creative planning, all
fundamental change in the university–or any institution"
• Bennis's First law of Academic Pseudo dynamics
• Pull information up (e.g., Work out)
• Use Outsight (e.g., Best practices)
• Information sharing (e.g., Boundaryless)

141
 ENABLE OTHERS
• Reward/Honor risk takers (3M)
• Loosen the controls
• 5 page playbook
• Make it safe to push the comfort zone
• Georgia vs. George Dixon?
• Workout
• Change perspective from the fear of failure
• “Success breeds complacency. Complacency breeds failure.”—Andrew Grove
• To persistence in failure and
• Learning from failure
• Refrain from punishing failure
• Jack Welch & Stretch Targets

142
 MANAGEMENT VS. LEADERSHIP
• “Great leaders are the ones who let others shine”
• “People who never make mistakes never do anything”
• Mansfred Kets de Vries

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144
 INSPIRE SHARED VISION
• Identify and appeal to a true common purpose and ideal image
of the future
• Overhead Reduction Task Force
• Martin Luther King
• “Some men see things the way they are and ask why, I see things
as they could be and ask why not.”
• Bobby Kennedy, 1961, Former Attorney General of the U.S
• Intrinsically motivating
• Martin Luther King Jr.
• “Using dreams to set business objectives”
145
 ENCOURAGE THE HEART
• Small Wins
• AA
• Stretch targets
• Celebrations/success stories etc.
• Boundaryless
• Sam Walton

146
• "A leader is a dealer in hope."
Napoleon Bonaparte

• "A spirited horse, which will try to win the race of his accord,
will run even faster if encouraged."
Ovid, about 9 A.D.-

147