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‡ Know the characteristics of global business leadership

‡ Understand traditional North American models of leadership
‡ Understand the Japanese performance-maintenance model of leadership
‡ Be able to apply the cultural-contingency model of leadership
‡ Develop sensitivity to national cultural differences
‡ Understand how national culture affects the choice of leader influence tactics
‡ Understand how national culture influences subordinates· expectations
‡ Understand the role of transformational leadership in multinational settings
‡ Understand how the national culture affects a leader·s attributions
‡ Understand the role of women global leaders for multinationals
‡ Develop the ability to diagnose cultural situations and suggest appropriate
leadership style to fit the situation
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‡ Leadership: process of influencing group members

to achieve organizational goals
‡ Excellent leaders motivate their employees to
achieve more than minimal requirements
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‡ Global Leader: One who has the skills and abilities to interact with
and manage people from diverse cultural backgrounds
‡ Characteristics of a global leader: Cosmopolitan, skilled at
intercultural communication, culturally sensitive, and capable of
rapid acculturation
‡ Global Leader Characteristics
‡ Knowledgeable about cultural and institutional influences on
management
‡ Facilitator of subordinates· intercultural performance
‡ A user of cultural synergy
‡ A promoter and user of the growing world culture
‡ A commitment to continuous improvement in self-awareness
and renewal
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‡ Three basic models of leadership

‡ Leadership traits
‡ Leadership behavior
‡ Contingency leadership
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‡ Are leaders born or made?

‡ Great-person theory: idea that leaders are born
with unique characteristics that make them quite
different from ordinary people
‡ Contemporary views of leadership traits do not
assume that leaders are born
 

 
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‡ Higher intelligence and self-confidence

‡ More initiative
‡ More assertiveness and persistence
‡ Greater desire for responsibility and the
opportunity to influence others
‡ A greater awareness of the needs of others
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‡ U.S. perspectives on leadership behaviors

‡ Two major types of leadership behaviors
‡ Task-centered leader: focus on completing tasks
by initiating structure
‡ Gives subordinates specific standards,
schedules, and tasks
‡ Person-centered leader: focus on meeting the
social and emotional needs of employees
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‡ Autocratic leadership: leaders make all major

decisions themselves
‡ Democratic leadership: leader includes
subordinates in decision making
‡ Consultative or participative leadership: leader·s
style falls midway between autocratic and
democratic styles
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‡ Assumption that different styles and different

leaders are more appropriate for different
situations
‡ Two North American contingency theories of
leadership
‡ Fiedler·s theory of leadership
‡ Path-goal theory
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‡ Four leadership styles that a manager might choose depending on

the situation
‡ Directive
‡ Supportive
‡ Participative
‡ Achievement-oriented
‡ When subordinates have high achievement needs³ adopt the
achievement-oriented style
‡ Subordinates with high social needs³adopt the supportive
leadership style
‡ When job is unstructured³adopt a directive style or an
achievement-oriented style
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‡ Successful leadership in multinational companies requires
that managers adjust their leadership styles to fit different
situations.
‡ Two steps to adjust a leadership to a multination
‡ Step 1: understanding what local managers do to lead
successfully in their own country
‡ Step 2: using this knowledge to modify one·s
leadership style
‡ National-context contingency model of leadership: shows
how culture and related social institutions affect
leadership practices
 


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‡ Influence tactics: tactical behaviors leaders use to
influence subordinates (Exhibit 14.9)
‡ U.S managers favor seven influence tactics
‡ Assertiveness
‡ Friendliness
‡ Reasoning
‡ Bargaining
‡ Sanctioning
‡ Appeals to a higher authority
‡ Coalitions