Group 2
Framing leadership: Is the essence of leadership being
stuck on the horns of a dilemma?
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 Leadership- Effective if they occupy positions of
power
Chester Barnard

 Systems of communication between individuals and
groups
 Motivation
 Common purpose
 ‘The Functions of the Executive’
 1968
Thomas Stewart

 Interview-based research project
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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
Cultural View of Leadership
Effectiveness

 Facilitators
 Universal impediments
 Culturally contingent endorsement of specifics that
work in some cultures but not in others
Who is more effective, the instrumental-visionarytransformational leader or headman?

 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
Headman Leadership

 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
Examples

 GM
 Instrumental-visionary-transformational
 Toyota
 Headman
 Nissan
 Mix
When should a leader allow subordinates to participate
in decision making?

 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
Can leaders who publicly humiliate subordinates be
effective?

 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
Is the relationship between motivation and ability
additive or multiplicative in the prediction of
individual success and performance?

The Expectancy Theory
 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
http://youtu.be/KFplP0ZNzjQ
Can an individually based need hierarchy exist in a
collectivist culture?

Do effective executives attribute success to themselves
or to others?

 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.”
Paradox

 Fundamental attribution error
 Oneself
 Others, including subordinates, superiors, and peers
 Environment or situation?
Successful Executives

Individualistic, market
pricing culture
Collectivistic, authorityranking 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
 Attribute success largely
to work of others
 Peers, mentors,
subordinates
 Ex. Brazil
Failed Executives

Individualistic, marketpricing culture
 Self-serving tendency
 Blame the environment
or situation
 Blame others
 Failure had nothing to
do with me attitude
Collectivistic, authorityranking 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
Example

 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
Do all groups contain free riders, or are all members
equally responsible contributors?

 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.
Individualistic vs. Collectivist

 When culture is introduced-individualistic, marketpricing cultures reverses the free rider effect.
 Collectivistic, authority-ranking cultures, work
harder in groups than they do alone
In General and small groups, do the personalities of
individuals primarily reflect the influence of culture?

 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
Examples

America
Brazil
Individual Personality
Group Personality

Individualistic
Collectivistic
Individualism
Less
Cooperative
Less Cooperative
Follows
Individualistic
Norms
Collectivism
More
Cooperative
Strives Harder to
Fit-In
Works Hard
Great Cooperation
Should multicultural small groups be managed
differently from single-culture groups?

 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 together
2. Discovering group members unique cultural
contributions
3. Exploring group polarities
What about you?

Think of a country you would like to work in, do business in or visit.
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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
Brazil Results:
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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