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Leadership in the Global Context
Pawan Budhwar
29 September 2020
CMI Award
Aims of this Session
---- by end of the session you will have:
Developed an understanding about a range of leadership styles
Evaluated the effectiveness of organizational leadership approaches
Become aware of the current issues within the field of leadership
Apply organizational leadership concepts through critical thinking
Professor Pawan Budhwar
Aston
Cardiff
Manchester
India, Germany, France, Greece, UK, China, Nigeria
BAM, AOM, INDAM, AcSS, CIPD
Research, Centres, Grants, Editorial & Events
More than 30 years of executive development experience
https://research.aston.ac.uk/en/persons/pawan-budhwar/
What Sets These Leaders Apart?
Definitions of Leadership
The ability of an individual to influence, motivate, and
enable others to contribute toward the effectiveness
and success of the organizations of which they are
members.
Leadership includes attention to common goals.
Leaders direct their energies toward individuals who
are trying to achieve something together.
Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal.
Leadership involves influence. It is concerned with how
the leader affects followers. Influence is the sine qua
non of leadership. Without influence, leadership does
not exist.
Northouse, 2013
“(…) there are almost as many definitions of leadership as there are persons who have
attempted to define the concept." Stogdill (1974)
(House et al., 1999, p.184)
Leadership Defined
‘The ability of an individual to influence, motivate,
and enable others to contribute toward the
effectiveness and success of the organizations of
which they are members.’
Leadership & Business Vision
What vision is
Values, future directed, imagery, purpose
Process of developing a vision
Role of leadership
Walter Lippmann
Re-Positioning IBM
IBM CEO: We are the cloud for business
https://www.youtube.com/watch?v=krSwlZNsqr0
Your Reflection on Leadership
Address the following:
5 single word adjectives which best describe a
“good” leader.
5 single word adjectives which best describe a
“poor” leader.
Leaders versus Managers
Managers
Plan and budget
Organize and staff
Control and solve problems
Produce consistency and order
Leaders
Establish direction
Align people
Motivate and inspire
Are concerned with productive
or adaptive change
Leadership versus
Management Roles
Develop a list of 10
activity employees
perform in
organizations
Place them on the
matrix
High on
Management
Managerially
oriented
Elements of
Mgt & Lship
Leadership
oriented
High on
Lship
Approaches to Leadership
• Are leaders born (TRAIT)?
• Are leaders made (COMPETENCY)?
Is leadership acceptance based (OTHERS)?
• Is leadership opportunity based (SITUATION)?
Trait Approach
History of the trait approach to leadership (Thomas Carlyle)
Trait = stable characteristic of a person
psychological (e.g., extraversion, intelligence)
physical (e.g., gender, height)
Personality (Big five extraversion, neuroticism; openness,
conscientiousness, agreeableness)
Conclusion: Personality is important for leadership
(effectiveness and emergence) more than intelligence
Application & Evaluation of Trait
Approach
Explains which people are more likely to raise to leadership
positions and which people are the most effective leaders.
Doesn’t account for situational variables, e.g. what about cultural,
organisational, and industrial context?
Leaders are born and can’t develop effective leaders.
Therefore select people with high cognitive abilities for key positions
(via psychometric tests).
Style Approach
Ohio Studies (effect of style on group performance)
Consideration (trust, mutual respect, warmth, support)
Initiating structure (defines & creates structure to attain goals)
Michigan Studies (effectiveness of supervisors along group
morale, productivity & cost reduction)
Production oriented supervisors
Employee oriented supervisors (delegation, concern for
subordinates & participative problem solving)
Evaluation Style Approach
Leaders can be made.
To develop effective leaders we need to train on both
people and task oriented.
Little research available that could help us explain why
such a style combination is most effective.
Also, it does not take boundary conditions into account.
www.gridinternational.com
Situational Leadership Theory
(Hersey & Blanchard)
Four leadership styles derived from combining task orientation
(T) and person orientation (P) from the Fiedler model:
Directing/Telling (directive behavior) (HT/LP)
Coaching/Selling Leader decides on course of action and sells
it to followers (HT/HP)
Supporting/Participating (like in Path-Goal Theory) (LT/HP)
Delegating Leader allows followers to decide/implement (LT/LP)
Low follower
maturity
High follower
maturity
Coaching/
Selling
(Hi T; Hi P)
Delegating
(Lo T; Lo P)
Directing/Telling
(Hi T; Lo P)
Supporting
(Lo T; Hi P)
M4 – Able and
willing
M3 – Able but
unwilling or
insecure
M2 – Unable but
willing or
Motivated
M1 – Unable and
unwilling or
insecure
Task orientation
Pe
rso
n
orie
nta
tio
n M3 M2
M4 M1
Situational Leadership Theory:
Recommendations
Transformational Leadership
Charisma, Vision, Courage, Values driven
Individual attention to subordinates
Intellectual stimulation of subordinates
Inspirational motivation
Idealised influence
Trust
“It is important for a manager to have at hand
precise answers to most of the questions that
his subordinates may raise about their work.”
13 1318
2730
40 40
49
59 59
67
77
0
10
20
30
40
50
60
70
80
% agree
Japan
Belgium
Denmark
France
GB
Germany W
Indonesia
Italy
Netherlands
Sweden
Switzerland
USA
INSEAD-MDPs
Leadership across Cultures: An example
Source: Fransesco & Gold (2005). Chapter 11. Leadership. In International Organizational Behavior (2nd
Ed., pp. 212-234). Upper Saddle River, New Jersey: Pearson Prentice Hall.
GLOBE
Global Leadership & Organisational Behavior Effectiveness Project
https://globeproject.com/
Background
170 multicultural researchers from 62 different countries
Data Base
Various methods: focus groups, pilot tests, analysis of cultural artefacts
Survey data: Triangulated, translation/back translation and adjusted for
response bias
825 organisations in 3 industries: food processing, financial services,
telecommunications, 62 countries, ~ 10 000 middle managers
1996
House et al. (2004, 2002)
The GLOBE’s Nine Dimensions
1. Performance Orientation
2. Future Orientation
3. Assertiveness
4. Institutional Collectivism
5. Gender Egalitarianism
6. Humane Orientation
7. Power Distance
8. Group/Family Collectivism
9. Uncertainty Avoidance
An Outstanding
Leader…
has 1st high integrity, is 2nd
inspirational, 3rd performance
oriented, 4th decisive, 5th
participative, 6th a skilled
administrator, 7th autonomous, etc.
An Outstanding
Leader…
is 1st performance oriented, 2nd
inspirational, 3rd a team integrator,
4th visionary, has 5th high integrity, is
6th decisive, 7th participative, etc.
Follower in the
United Kingdom
Follower in
Germany
Culturally endorsed implicit leadership theories:
Followers’ beliefs about ideal leader attributes
House et al. (2004, 2002)
GLOBE’ s Model of Intercultural
Leadership Effectiveness
Societal Culture
Followers’ Beliefs
about Ideal
Leader Attributes
Leader Attributes/
Behaviours
MatchLeader
Effectiveness
Leader
Acceptance
Follower from Japan:
“It is important for a manager to have at hand
precise answers to most of the questions that
his subordinates may raise about their work.”
Manager from Japan has precise answers at hand
to most of the questions that his subordinates may
raise about their work.
Manager from US doesn’t have precise answers
at hand to most of the questions that his
subordinates may raise about their work
House et al. (2004)
Follower from Japan accepts Leader from
Japan.Follower from Japan doesn’t accept
Leader from US.
Match
Mismatch
Implications for Leader Selection –
Global Leaders are Born!
Global leaders should be able to display behaviours and have traits
universally considered facilitators of leadership effectiveness
As some leadership attributes are culturally contingent, global
leaders need to be open-minded and eager to learn and adapt their
leadership style to different situations.
When cultural differences are extensive, it may be more effective to
use indigenous managers rather than those from a corporate
headquarter whose culture does not fit the situation.
House et al. (2004, 2002)
Conclusion
1
2
3
4
Follow-up meeting
References
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, N. (Eds.). (2004). Culture,
leadership, and organizations: The GLOBE study of 62 Societies. Thousand Oaks, CA: Sage
Publications
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and
initiating structure in leadership research. Journal of applied psychology, 89, 36-50.
Schriesheim, C. A., Tepper, B. J., & Tetrault, L. A. (1994). Least preferred co-worker score,
situational control, and leadership effectiveness: A meta-analysis of contingency model performance
predictions. Journal of applied psychology, 79, 561-57
Scott DeRue, D., Wellman, D., Nahrgang, J. D., & Humphrey, S. E. (2011). Trait and behavioral
theories of leadership: An integration and meta-analytic test of their relative validity. Personnel
Psychology, 64, 7-52.
