Leadership, Motivation, and Group Behavior

Group 2

Leadership- Effective if they occupy positions

of power

Framing leadership: Is the essence of leadership being stuck on the horns of a dilemma?

Systems of communication between

individuals and groups Motivation Common purpose ‘The Functions of the Executive’

1968

Chester Barnard

Interview-based research project

1. Revenue growth versus cost containment 2. A short-term versus a long-term focus on plans and results 3. Creativity versus organizational discipline 4. The needs of the people, including adequate time away from work,

versus the demands of productivity. 5. specific capabilities of subordinates versus their leadership potential 6. Independence versus dependence of organizational members and

departments 7. Bureaucracy busting versus creating economies of scale 8. Trust versus the demand for change 9. Broad-based projects versus only high-visibility projects

Thomas Stewart

Facilitators Universal impediments Culturally contingent endorsement of specifics

that work in some cultures but not in others

Cultural View of Leadership Effectiveness

Western style

One leader, one vision, one strategy Followers implement

Ex: Jack Welch, CEO of GE Company valuation increase 400x during tenure

Market-pricing model

Who is more effective, the instrumental-visionary-transformational leader or headman?

Two way psychological relationship between

leader/follower Beyond work, to cultural and community Leaders have big rewards, but big

responsibilities Japanese companies

1000 suicides annually by executives Move from authority ranking to market-pricing

model

Headman Leadership

GM

Instrumental-visionary-transformational Toyota

Headman Nissan

Mix

Examples

Participation will increase the probability of

acceptance of leaders program Low power distance=commitment to

organization and participation High power distance=subordinates expect

their jobs be dictated to them Leader should consider degree of power

distance in a culture before minimizing/maximizing participation

When should a leader allow subordinates to participate in decision making?

Leadership predictors vs. surface features

Collectivist• Public humiliation viewed positively• Exception: macho-collectivist cultures

Individualist• Public humiliation viewed as ineffective • Hewlett Packard

Cultural universals vs. cultural specifics

Brazil• Mix of collectivist and individualist

Can leaders who publicly humiliate subordinates be effective?

Collectivist, Authority-Ranking Cultures:

Additive tendency to avoid rating and ranking

managers and employees

Individualistic, Market-Pricing Cultures: Multiplicative

expect more from managers and workers in terms of putting forth maximum effort

Is the relationship between motivation and ability additive or multiplicative in the prediction

of individual success and performance?

The Expectancy Theory

http://youtu.be/KFplP0ZNzjQ

Can an individually based need hierarchy exist in

a collectivist culture?

Attribution theory: “explores the manner in

which people integrate the various perceptions and stimuli they experience, after which they make generalizations or attributions about personal responsibilities, happenings, and environmental phenomena.”

Do effective executives attribute success to themselves or to others?

Fundamental attribution error Oneself Others, including subordinates, superiors, and

peers Environment or situation?

Paradox

Successful Executives

Individualistic, market pricing culture

Self-serving bias Tendency to attribute

success to ones own effort

De-emphasize the efforts of others and environment

Relationship between ability and motivation, and effort is multiplicities

Ex. America

Collectivistic, authority-ranking culture

Attribute success largely to work of others

Peers, mentors, subordinates

Ex. Brazil

Failed Executives

Individualistic, market-pricing culture

Self-serving tendency Blame the

environment or situation

Blame others Failure had nothing to

do with me attitude

Collectivistic, authority-ranking culture

Accept the responsibility and blame

Argue that neither others or the environment is a caustic factor

Even when they very well could of been

Study between America and Korea found self-serving

bias only in America Ex. Daewoo motor company facing bankruptcy

Founder fled the country with most of company funds, mainly responsible, in Korean jail now

Chairman laid off 7,000 workers, took responsibility Asked each politician to buy a Daewoo Wrote personal letters to his counterparts at 26,000

companies, begging them to hire at least 1 of his laid of employees

Seen bowing to a laid off employee apologizing profusely

Example

The free rider effect is where there is no way to

assign individual responsibility because one or more members will not do equal work so other member will pick up the slack

This free rider effect is greater in as the groups get larger.

Do all groups contain free riders, or are all members equally responsible contributors?

When culture is introduced-individualistic,

market-pricing cultures reverses the free rider effect.

Collectivistic, authority-ranking cultures, work harder in groups than they do alone

Individualistic vs. Collectivist

Individualist vs. collectivist Collectivist- emphasize group oriented items:

being a member of a family, church, or social group

Individualist-stress person centered items: personally responsible, achievement oriented

Individualist will adapt to collectivist norms while collectivist will accept

Western culture assumes a norm of consistency rather than being shaped by the organization

In General and small groups, do the personalities of individuals primarily reflect the influence of

culture?

Examples

America Brazil

Individual Personality Individualisti

c Collectivistic

Group Personality

Individualism

Less Cooperative

Less Cooperative

Follows Individualistic

Norms

CollectivismMore

CooperativeStrives Harder

to Fit-In

Works HardGreat

Cooperation

Single-culture groups-emphasis is on

similarities of group members, norms are established quickly

Multicultural groups-3 phase process to enhance efficiency of group

1. Learning how to learn together2. Discovering group members unique cultural

contributions3. Exploring group polarities

Should multicultural small groups be managed differently from single-culture groups?

Think of a country you would like to work in, do business in or visit.

Is the culture individualistic or collectivist? Is the power distance high or low? Is uncertainty avoidance high or low? Is the country masculine or feminine in its orientation? Is the time orientation short-term or long-term?

ORGB2 2010-1011 Edition Nelson/Quick: Cengage Learning

What about you?

Is the culture individualistic or collectivist? Collectivist Is the power distance high or low? 69-high Is uncertainty avoidance high or low? 76-high Is the country masculine or feminine in its orientation? middle Is the time orientation short-term or long-term? 65-long-term

Brazil Results: