LEADERSHIP

Leadership

The ability to inspire confidence

and support among the people
who are needed to achieve
organizational goals
 Leadership Roles
An expected set of activities or behaviors stemming from one’s job

• Figurehead • Team player

• Spokesperson • Technical problem
• Negotiator solver
• Coach and motivator • Entrepreneur
• Team builder • Strategic planner
 Sources of Leader Satisfaction
• A feeling of power and prestige
• A chance to help others grow and develop
• High income
• Respect and status
• Good opportunities for advancement
• A feeling of “being in on” things
• An opportunity to control resources
Framework for Understanding Leadership
Essential Qualities of Effective Followers

• Self-management
• Commitment
• Competence and focus
• Courage
 Traits, Motives and
Characteristics of Leaders
Universal Theory of Leadership

Certain leadership traits

are universally important;
that is, they apply in all
situations
 Leadership Characteristics
Categories
• Personality traits
• Motives
• Cognitive factors
 Leader Personality Traits
• General Personality Traits
– Traits observable both within and outside the
context of work
• Task-Related Personality Traits
– Traits closely associated with task accomplishment
Figure 2-1 General Personality Traits of
Effective Leaders
Figure 2-2 Task-Related Personality Traits of
Leaders
 Emotional Intelligence
… refers to the ability to do such things as
understand one’s feelings, have empathy for
others, and regulate one’s emotions to enhance
one’s quality of life.
 Leadership Motives
• Leaders have an intense desire to occupy a
position of responsibility for others and to
control them.
• This desire is evident in four needs or motives,
all of which can be considered task related.
Figure 2-3 Leadership Motives
 Cognitive Factors

• Cognition refers to the mental process by which

knowledge is gathered
• Leaders must have problem-solving and intellectual
skills to effectively gather, process, and store
essential information
• Six cognitive factors related to leadership
effectiveness have been identified
Cognitive Factors
and Leadership
 The WICS Model of Leadership in
Organizations
This model of leadership encompasses
and synthesizes
– wisdom
– intelligence, and
– creativity
to explain leadership effectiveness
 The WICS Model (cont’d)
• According to the WICS model, a leader needs
following for the successful utilization of
intelligence:
– Creative skills to generate new ideas
– Analytical skills to evaluate whether the ideas are
good ones
– Practical skills to implement the ideas and to
persuade others of their value.
 Nature versus Nurture
• Are leaders born or are they made? Both.
• Individuals inherit a basic capacity to develop
personality traits and mental ability that sets an
outer limit on how extensively these traits can be
developed
• Environmental influences, in turn, determine how
much of an individual’s potential will be developed
 Charismatic Leadership, Transactional
Leadership, Transformational Leadership
 Charisma Defined
• Charisma has been defined various ways
• Charisma is a Greek word meaning “divinely inspired
gift”
• In leadership, charisma is a special quality of leaders
whose purposes, powers, and extraordinary
determination differentiate them from others
Charisma: A Relationship Between the Leader
and Group Members
• Key to charismatic leadership is the interaction
between leader and group members
• Charismatic qualities must be attributed to the
leader by group members
• Charismatic leaders use impression
management to cultivate their relationships
with group members
 The Effects of Charisma
• Group members
– trust the leader’s beliefs
– have beliefs similar to those of the leader
– accept the leader unquestioningly
– have affection for the leader
– willingly obey the leader
– identify with and attempt to emulate the leader
 The Effects of Charisma (cont’d)
• Group members
– have emotional involvement in the mission
– have heightened goals
– feel that they will be able to accomplish, or to
contribute to the accomplishment of the mission
Figure 3-1 Halpert’s Dimensions of Charisma
 Types of Charismatic
Leaders
• Socialized charismatics restrain the use of
power to benefit others
• Personalized charismatics exercise few
restraints on power to serve their own
interests
 Types of Charismatic
Leaders (cont’d)
• Office-holder charismatics attain their
charisma from the position they hold
• Personal charismatics gain esteem from
others’ faith in them as people
• Divine charismatics are endowed with a gift of
divine grace
 Characteristics of
Charismatic Leaders
• Visionary • Emotional expressiveness
• Masterful communication and warmth
skills • Romanticize risk
• Ability to inspire trust • Unconventional strategies
• Able to make group • Self-promoting personality
members feel capable • Dramatic and unique
• Energy and action
orientation
 Vision in Charismatic
Leadership
• Vision is the ability to imagine different and
better conditions and ways to achieve them
• A vision is a lofty, long-term goal
• Charismatic leaders inspire others with their
vision
 Communication
• Management by Inspiration
– Using metaphors and analogies to appeal to the
intellect, imagination, and values of group
members
– Gearing language to different audiences
• Management by Anecdote
– Inspiring and instructing team members by telling
fascinating stories
 Techniques for Developing Charisma
• Create visions for others
• Be enthusiastic, optimistic, and energetic
• Be sensibly persistent
• Remember names of people
• Make an impressive appearance
• Be candid
• Display an in-your-face attitude
 Transformational Leadership
• The transformational leader helps bring about
major, positive changes
• Transformational leaders move group
members beyond their self-interests for the
good of the group, organization, or society
Figure 3-2 How Transformations Take Place
 Attributes of
Transformational Leaders
• Charismatic • Provide supportive
• Create a vision leadership
• Encourage the personal • Practice empowerment
development of their • Innovative thinking
staff • Lead by example
 Concerns About
Charismatic Leadership
• According to the concept of leadership polarity,
leaders are often either revered or vastly unpopular
• Charisma may not be necessary for leadership
effectiveness
• Charismatic leadership has a dark side
• Some charismatic and transformational leaders
neglect their social responsibility
Leadership Behaviors, Attitude
and Styles
 An Effective Leader

… is one who helps group

members attain productivity,
including high quality and
customer satisfaction.
 Dimensions of Leadership Behavior
Consideration
• The degree to which the leader creates an
environment of emotional support, warmth,
friendliness, and trust
• Involves being friendly and approachable,
looking out for the personal welfare of the
group, keeping the group abreast of new
developments, and doing small favors for the
group
Dimensions of Leadership Behavior Initiating
Structure
• Organizing and defining relationships in the
group by engaging in such activities as
assigning specific tasks, specifying procedures
to be followed, scheduling work, and clarifying
expectations for team members
• Also referred to as production emphasis, task
orientation, and task motivation
Figure 4-1 Four Combinations of Initiating
Structure and Consideration
Table 4-1 Task-Related Leadership Attitudes
and Behaviors
Table 4-2 Relationship-Oriented Attitudes
and Behaviors
 Servant Leader
A servant leader serves constituents by working on their
behalf to help them achieve their goals, not the leader’s
own goals.
– Places service before self-interest
– Listens first to express confidence in others
– Inspires trust by being trustworthy
– Focuses on what is feasible to accomplish
– Lends a hand
– Provides tools
 360-Degree Feedback
• A formal evaluation of superiors based on
input from people who work for and with
them
• Often referred to as multisource feedback or
multirater feedback
• Most often used for leadership and
management development
Figure 4-2 A 360-Degree Feedback Chart
 Leadership Style
• The relatively consistent pattern of behavior
that characterizes a leader
• Often based on the dimensions of initiating
structure and consideration
• Examples: “He’s a real command-and-control
type,” “she’s a consensus leader.”
 Participative Leadership
• Participative leaders share decision making with
group members (“trickle-up leadership”)
• Three subtypes:
– Consultative leaders confer with group members
– Consensus leaders strive for consensus among group
members
– Democratic leaders confer final authority to the group
 Autocratic Leadership
• Autocratic leaders retain most of the authority
for themselves
• Autocratic leaders make decisions confidently,
assume that group members will comply, and
are not overly concerned with group
members’ attitudes toward a decision
 Leadership Grid Styles
• The Leadership Grid is a framework for specifying the
extent of a leader’s concern for production and
people
• Benchmark Leadership Grid styles include:
– Authority-Compliance (9,1)
– Country Club Management (1,9)
– Impoverished Management (1,1)
– Middle-of-the-Road Management (5,5)
– Team Management (9,9)
 Entrepreneurial Leadership
Characteristics
• Strong achievement drive and sensible risk-taking
• High degrees of enthusiasm and creativity
• Tendency to act quickly when opportunity arises
• Constant hurry combined with impatience
• Visionary perspective
 Entrepreneurial Leadership
Characteristics (cont’d)
• Dislike of hierarchy and bureaucracy
• Preference for dealing with external
customers
• Eye on the future
 Gender Differences in Leadership Style
• One researcher concluded that men tended toward a
command-and-control style. In contrast, women
tended toward a transformational style, relying
heavily on interpersonal skills.
• While researchers found leadership style differences
between men and women, on the dimension of
overall effectiveness, the sexes were perceived the
same.
 Contingency and Situational
leadership, Decision making model
 Contingency Approach

Leaders are most effective

when they make their behavior
contingent on situational
forces, including group
member characteristics.
 Fiedler’s Contingency Theory
• The best style of leadership is determined by
situational factors
• Leadership style may be relationship-
motivated or task-motivated
• Leadership style is relatively enduring and
difficult to change
• Leaders should be matched to situations
according to their style
 Least Preferred Coworker (LPC)
• The LPC scale measures the degree to which a leader
describes favorably or unfavorably an employee with
whom he or she could work least well
• A relationship-motivated leader tends to describe
their LPC in favorable terms
• A task-motivated leader tends to describe their LPC
in an unfavorable manner
 Measuring the Situation
• Leadership situations are classified as high,
moderate, or low control
• More controllable situations are viewed as more
favorable for the leader
• Control is determined by three dimensions:
– Leader-member relations
– Task structure
– Position power
Figure 5-1 Summary of Findings From
Fiedler’s Contingency Theory
Evaluation of Fiedler’s Contingency Theory

• Fiedler’s work prompted others to conduct studies

about the contingency nature of leadership.
• The model has alerted leaders to the importance of
sizing up the situation to gain control.
• However, contingency theory is too complicated to
have much of an impact on most leaders.
 Path-Goal Theory
Developed by Robert House
• Specifies what the leader must do to achieve high
productivity and morale in a given situation
• Based on expectancy theory of motivation
• The manager should choose a leadership style that
takes into account the characteristics of group
members and the demands of the task
Figure 5-2 The Path-Goal Theory of
Leadership
 Path-Goal Theory: Matching the Leadership
Style to the Situation
• Two sets of contingency factors:
– Type of subordinates determined by locus of control and
self-efficacy
– Type of work subordinates perform
• Factors influencing job satisfaction and task
accomplishment:
– Group members’ tasks
– Authority system of the organization
– The work group
 Situational Leadership II (SLII)
Developed by Kenneth H. Blanchard and others
• Explains how to match leadership style to the
capabilities of group members on a given task
• SLII is designed to increase the frequency and quality
of conversations about performance and professional
development between managers and group
members so that competence is developed,
commitment takes place, and turnover among
talented workers is reduced
Figure 5-3 Situational Leadership II (SLII)
 Normative Decision Model

Views leadership as a decision-making process

in which the leader determines which
decision-making style will be the most
effective by examining certain factors within
the situation
The Normative Model: Five Decision-Making
Styles
• Decide – Leader makes decision alone
• Consult (individually) – Leader makes decision after
consulting group members
• Consult (group) – Leader makes decision after
meeting with the group
• Facilitate – Leader defines the problem and decision
boundaries
• Delegate – Leader permits the group to make the
decision
 Contingency Leadership in
the Executive Suite
• Five approaches successful CEOs use based on
assessments of their companies’ needs:
– Strategic
– Human assets
– Expertise
– Box
– Change agent
 Crisis Leadership Attributes
• Be decisive
• Lead with compassion
• Reestablish the usual work routine
• Avoid a circle-the-wagons mentality
• Display optimism
• Be a transformational leader
Power, Politics and Leadership
 Types and Sources of Power
• Position power
• Personal power
• Power stemming from ownership
• Power stemming from providing resources
• Power derived from capitalizing on opportunities
• Power stemming from managing critical problems
• Power stemming from being close to power
 Four Bases of Position Power
• Legitimate power is the lawful right to make a
decision and expect compliance
• Reward power stems from having the authority to
give employees rewards for compliance
• Coercive power is the power to punish for
noncompliance
• Information power stems from formal control over
the information people need
 Sources of Personal Power
• Expert power is the ability to influence others
through specialized knowledge, skills, or
abilities
• Referent power is the ability to influence
others through desirable traits and
characteristics
• Prestige power is power stemming from one’s
status and reputation
 Ownership Power
• A leader’s strength of ownership power
depends on
– how closely the leader is linked to shareholders
and board members
– how much money he or she has invested in the
firm
Resource Dependence Perspective
• An organization requires a continuing flow of
human resources, money, customers and
clients, technological inputs, and materials to
continue to function
• Organizational subunits or individuals who can
provide these key resources accrue power
Power From Capitalizing on Opportunity

• Power can be derived from being in the right

place at the right time and taking the
appropriate action
• It pays to be “where the action is.”
 Strategic Contingency Theory
• Units best able to cope with the firm’s critical
problems and uncertainties acquire relatively large
amounts of power
• A subunit can acquire power by virtue of its centrality
• Centrality is the extent to which a unit’s activities are
linked into the system of organizational activities
 Power from Being Close
to Power
• The closer a person is to power, the greater
power he or she exerts
• The higher a unit reports in a firm’s hierarchy,
the more power it possesses
 Empowerment
… refers to passing decision-making authority
and responsibility from managers to group
members. Almost any form of participative
management, shared decision making, and
delegation can be regarded as empowerment.
Figure 7-1 Effective Empowering Practices
Organizational Politics

Informal approaches to gaining

power through means other than
merit or luck
 Factors Contributing to Political Behavior

• Pyramid-shaped organization structure

• Subjective standards of performance
• Environmental uncertainty and turbulence
• Emotional insecurity
• Machiavellian tendencies
• Encouraging admiration from subordinates
 Power-Gaining Strategies
• Develop power contacts
• Control vital information
• Stay informed
• Control lines of communication
• Bring in outside experts
• Make a quick showing
• Remember that everyone expects to be paid back
• Be the first to accept reasonable changes
 Relationship-Building Strategies
• Display loyalty
• Manage your impression
• Ask satisfied customers to contact your boss
• Be courteous, pleasant, and positive
• Ask advice
• Send thank-you notes to large numbers of people
• Flatter others sensibly
 Potential Political Blunders
• Criticizing the boss in a public forum
• Bypassing the boss
• Declining an offer from top management
• Putting your foot in your mouth
• Not conforming to the company dress code
 Unethical Political Tactics
• Backstabbing
• Embrace or demolish
• Setting a person up for failure
• Divide and rule
• Playing territorial games
• Creating and then resolving a false
catastrophe
Exercising Control Over Dysfunctional Politics

• Be aware of its causes and techniques

• Avoid favoritism
• Set good examples at the top of the
organization
• Encourage goal congruence
• Threaten to discuss questionable information
in a public forum
• Hire people with integrity
INFLUENCE TACTICS OF LEADERS
 Power and Influence
• Influence is the ability to affect the behavior of
others in a particular direction
• Power is the potential or capacity to influence
• A leader must acquire power to influence
others
Figure 8-1 A Model of Power and Influence
Table 8-1 Essentially Ethical and Honest
Influence Tactics
Figure 8-2 Essentially Dishonest and
Unethical Influence Tactics
 Machiavellians

People in
People in the
the workplace
workplace who
who
ruthlessly manipulate
ruthlessly manipulate others.
others. They
They
tend to
tend to initiate
initiate actions
actions with
with others
others and
and
control the
control the interactions.
interactions. They
They
regularly practice
regularly practice deception,
deception,
bluffing, and
bluffing, and other
other manipulative
manipulative
tactics.
tactics.
 Influence Tactic Effectiveness
• Most-effective tactics:
– Rational persuasion
– Inspirational appeal
– Consultation
• Least-effective tactics:
– Pressure
– Coalition
– Legitimating
Influence Tactics Effectiveness (cont’d)
• Effective tactics in a downward direction (toward a
lower-ranking person)
– Inspirational appeal
– Ingratiation
– Pressure
• Effective tactics in a lateral direction
– Personal appeal
– Exchange
– Legitimating
 Sequencing of Influence Tactics
• Begin with the most positive, or least abrasive
tactic
• If necessary, proceed to a stronger tactic
• Use a more abrasive tactic such as upward
appeal only as a last resort
Sequencing of Influence Tactics (cont’d)
• Begin with low-cost, low-risk tactics
• If necessary, proceed to higher-cost, higher-
risk tactics
 Influence Tactic Direction
• The influence agent must also consider the
direction of the influence attempt as a
contingency factor.
• The more position power an individual exerts
over another, the less the need for caution in
the use of influence tactics
 Implicit Leadership Theories
… are personal assumptions about the traits and
abilities that characterize an ideal organizational leader.
These assumptions,
both stated and unstated, develop through socialization
and past experience with leaders. The assumptions are
stored in memory and activated when group members
interact with a person in a leadership position.
Implicit Leadership Theories (cont’d)
• Prototypes are positive characterizations of a
leader.
• Antiprototypes are traits and behaviors
people do not want to see in a leader.
Table 8-2 Implicit Leadership Theory
Dimensions
DEVELOPING TEAM WORK
 Teams, Teamwork, and Groups
• A team is a work group that must rely on
collaboration if each member is to experience the
optimum success and achievement
• Teamwork is done with an understanding and
commitment to group goals on the part of all team
members
• All teams are groups, but not all groups are teams
Figure 9-1 Solo Leader vs. Team Leader

• Team
Solo Leader
Leader
– Chooses
Plays unlimited
to limitrole
role(interferes)
(delegates)
– Builds
Striveson
fordiversity
conformity
– Seeks
Collects
talent
acolytes
– Develops
Directs subordinates
colleagues
– Creates
Projectsmission
objectives
 Roles of a Leader in the
Team-Based Organization
• Building trust and inspiring teamwork
• Coaching team members and group members
toward higher levels of performance
• Facilitating and supporting team’s decisions
• Expanding the team’s capabilities
• Creating a team identity
 Roles of the Leader in the
Team-Based Organization (cont’d)
• Anticipating and influencing change
• Inspiring the team toward higher levels of
performance
• Enabling and empowering group members to
accomplish their work
• Encouraging team members to eliminate low-
value work
Leader Actions That Foster Teamwork (using
own resources)

• Defining the team’s mission

• Establishing a climate of trust
• Developing a norm of teamwork, including
emotional intelligence
• Emphasizing pride in being outstanding
• Serving as a model of teamwork, including
power sharing
• Using a consensus leadership style
 Leader Actions That Foster Teamwork
(cont’d)
• Establishing urgency, demanding performance
standards, and providing direction
• Encouraging competition with another group
• Encouraging the use of jargon
• Minimizing micromanaging
• Practicing e-leadership
 Fostering Teamwork Through Organization
Structure or Policy
• Designing physical structures that facilitate
communication
• Emphasizing group recognition and rewards
• Initiating ritual and ceremony
• Practicing open-book management
 Fostering Teamwork Through Organization
Structure or Policy (cont’d)
• Selecting team-oriented members
• Using technology that facilitates teamwork
• Developing a team book
 Cooperation Theory

… a belief in cooperation and

collaboration rather than
competitiveness as a strategy
for building teamwork.
Open-Book Management
In open-book management every employee is
trained, empowered, and motivated to understand
and pursue the company’s business goals.

Employees become business partners and

perceive themselves to be members of the same
team.
 Outdoor Training and
Team Development
• Outdoor training is a form of learning by doing
• Participants acquire leadership and teamwork
skills by confronting physical challenges and
exceeding self-imposed limitations
 The Leader-Member Exchange
Model (LMX)
• Proposes that leaders develop unique work
relationships with group members
• Two subsets of employees result:
– The in-group is given additional rewards,
responsibility, and trust in exchange for their
loyalty and performance
– The out-group members are treated in accordance
with a more formal understanding of leader-
member relations
Figure 9-2 The Leader-Member Exchange
Model
MOTIVATION AND COACHING
SKILLS
 Expectancy Theory
• The amount of effort people expend depends on how
much reward they expect to get in return
• It is cognitive because it emphasizes the thoughts,
judgments, and desires of the person being
motivated
• It is a process theory because it attempts to explain
how motivation takes place
Figure 10-1 The Expectancy Theory of
Motivation
 Implications
• Determine what levels and kinds of
performance are needed to achieve
organizational goals
• Make the performance level attainable by the
individuals being motivated
• Train and encourage people
• Make explicit the link between rewards and
performance
 Implications (cont’d)
• Make sure the rewards are large enough
• Analyze what factors work in opposition to the
effectiveness of the reward
• Explain the meaning and implications of second-level
outcomes
• Understand individual differences in valences
• Recognize that when workers are in a positive mood,
high valences, instrumentalities, and expectancies
are more likely to lead to good performance
 Goal Theory
• Behavior is regulated by values and goals
• A goal is what a person is trying to accomplish
• People desire to behave in ways consistent
with their values
Figure 10-2 Goal Theory
 Successful Recognition
• Has symbolic meaning
• Inspires pride of ownership
• Helps to reinforce the philosophy or identity
of the giver
Figure 10-3
Coaching
Versus the
Traditional Way
of Thinking
about
Management
 Fallacies About Coaching
• Coaching applies only in one-to-one work
• Coaching is mostly about providing new knowledge
and skills
• If coaches go beyond giving instruction in knowledge
and skills, they are in danger of getting into
psychotherapy
• Coaches need to be expert in something in order to
coach
• Coaching has to be done face-to-face
 Coaching Skills and Techniques
1. Communicate clear expectations to group
members
2. Build relationships
3. Give feedback on areas that require specific
improvement
4. Listen actively
5. Help remove obstacles
Coaching Skills and Techniques (cont’d)
6. Give emotional support
7. Reflect content or meaning
8. Give some gentle advice and guidance
9. Allow for modeling of desired performance
and behavior
10. Gain a commitment to change
11. Applaud good results
 Executive Coaching
An executive coach (or business
coach) is an outside or inside
specialist who advises a person
about personal improvement and
behavioral change
Communication and Conflict
Resolution Skills
 Communication and Leadership
• Effective leaders are also effective
communicators
• To be effective, the leader must synchronize
verbal and nonverbal behavior
• Technology has had a meaningful impact on
leaders’ communication and coordination
 Inspirational Speaking
and Writing
• Be credible
• Gear your message to the listener
• Sell group members on the benefits of your
suggestions
• Use heavy-impact and emotion-provoking
words
 Inspirational Speaking
and Writing (cont’d)
• Use anecdotes and metaphors to communicate
meaning
• Back up conclusions with data (to a point)
• Minimize language errors, junk words, and vocalized
pauses
• Write crisp, clear memos, letters, and reports,
including a front-loaded message
• Use a power-oriented linguistic style
 Principles of Persuasion
• Liking: People like those who like them
• Reciprocity: People repay in kind
• Social proof: People follow the lead of similar
others
 Principles of Persuasion (cont’d)
• Consistency: People align with their clear
commitments
• Authority: People defer to experts
• Scarcity: People want more of what they can
have less of
Principles of Supportive Communication

• Problem oriented, not person oriented

• Descriptive, not evaluative
• Based on congruence, not incongruence
• Focused on validating, rather than
invalidating, people
• Specific, not global
Principles of Supportive Communication
(cont’d)

• Conjunctive, not disjunctive

• Owned, not disowned
• Requires listening as well as sending messages
 Overcoming and Preventing
Communication Barriers
• Be sensitive to the fact that cross-cultural
communication barriers exist
• Challenge your cultural assumptions
• Show respect for all workers
• Use straightforward language, and speak
slowly and clearly
 Overcoming and Preventing
Communication Barriers (cont’d)
• Look for signs of misunderstanding when your
language is not the listener’s native language
• When the situation is appropriate, speak the
language of the people from another culture
• Observe cross-cultural differences in etiquette
 Overcoming and Preventing
Communication Barriers (cont’d)
• Do not be diverted by style, accent, grammar, or
personal appearance
• Avoid racial or ethnic identification except when it is
essential to communication
• Be sensitive to differences in nonverbal
communication
• Be attentive to individual differences in appearance
 Figure 12-1 Conflict-Handling Styles According
to the Degree of Cooperation and Assertiveness
 Conflict Management Styles
• The competitive style is a desire to win one’s own
concerns at the expense of the other party, or to
dominate
• The accommodative style favors appeasement, or
satisfying the other’s concerns without taking care of
one’s own
• The sharing style is halfway between domination and
appeasement
Conflict Management Styles (cont’d)
• The collaborative style reflects a desire to
fully satisfy the desires of both parties
• The avoidant style combines unassertiveness
and a lack of cooperation
 Negotiating and Bargaining
• Conflicts can be considered situations calling
for negotiating and bargaining, or conferring
with another person in order to resolve a
problem
• Two approaches to negotiation:
– Distributive bargaining (zero sum)
– Integrative bargaining (win-win)
 Negotiation Techniques
• Begin with a plausible demand or offer
• Focus on interests, not position
• Search for the value in differences between
the two sides
• Be sensitive to international differences in
negotiating style
 International and Culturally
Diverse aspects of leadership
 Multicultural Leader

A leader with skills and attitudes to

relate effectively to and motivate
people across race, gender, age, social
attitudes, and lifestyles
Figure 14-2 Dimensions of Individual Values
 European Styles of Management
• French managers (who are typically part of an
elite class) behave in a superior, authoritarian
manner.
• German middle managers tend to avoid
uncertainty, are assertive, and are not terribly
considerate of others
 Malaysian Managers
• Emphasize collective well-being (collectivism)
and display a strong humane orientation
• The culture discourages aggressive,
confrontational behavior, preferring
harmonious relationships
 Culturally Sensitive Leader
• Willing to acquire knowledge about local
customs
• Willing to learn to speak the language
• Patient
• Adaptable
• Flexible
• Willing to listen and learn
 Cultural Intelligence (CQ)

… an outsider’s ability to interpret someone’s unfamiliar

and ambiguous gestures the way that person’s
compatriots would.
 Facets of Cultural
Intelligence (CQ)
• Cognitive CQ (head)
• Physical CQ (body)
• Emotional/motivational CQ (heart)
 Global Leadership Skills
• Behavioral complexity that allows the leader to attain
corporate profitability and productivity, continuity
and efficiency, commitment and morale, and
adaptability and innovation
• Stewardship
• Ability to satisfy three metavalues including:
community, pleasure, and meaning
 Global Leadership Skills
• Cultural sensitivity
• Culturally adventurous
• Good command of a second language
 Cultural Diversity Initiatives
• Hold managers accountable for achieving
diversity
• Establish minority recruitment, retention, and
mentoring programs
• Conduct diversity training
 Cultural Diversity Initiatives (cont’d)
• Conduct intercultural training
• Encourage the development of employee
networks
• Avoid group characteristics when hiring for
person-organization fit
 Inter-Cultural Training

A set of learning experiences designed to help

employees understand the customs, traditions,
and beliefs of another language
Figure 14-4 The Multicultural Organization