Motivating and Leading

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Motivating and Leading
Chapter 11
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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 leaders 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 persons 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 Hofstedes 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

• 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
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 (plt0.05) in work
centrality than the country designated
6.0
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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 Porters survey concluded
  that Maslows 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 Maslows need
  hierarchy is confirmed by these clusters. Also,
  Herzbergs categories are confirmed by the
  cross-national need clusters..

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The Need Hierarchy in the International Context

• Ronens 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
Individual/ Group Behavior
MOW (Meaning Of Work)
Needs
Motivation
Appropriate Motivators (Intrinsic-extrinsic)
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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

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Variables in the Leaders 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

• 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

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Factors Affecting Leadership Abroad(contd.)

• 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

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Factors Affecting Leadership Abroad(contd.)CONTE
XT

• 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

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Factors Affecting Leadership Abroad(contd.)

• 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

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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 Russ
ia 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)
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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 C
ultural
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
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The Culture Contingency in the Leadership
Process An Integrative Model(contd.)
Motivation Effects
Outcomes
Effort Productivity Performance
Quality Ability to Achievement of Achieve
goals individual and
group goals Satisfaction Positive
climate Turnover Satisfaction Absenteeism Qualit
y
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