The leader’s role matters.
Importance and universality of leadership throughout history.
How can we substitute the foreign officers during www 1 and 2. Starting point of scientific
research on leadership.
Determining how a leader can influence accomplishment of task.
Constant concepts that characterize leadership.
Tom peters - . “Leadership in the 21st century AD is exactly what it was in the 21st century BC.
Leadership is about the development, the inducement of people to grow way beyond where they
believed they could go. Nothing has changed.” Leadership hasn’t changed. Leadership is
influence.
Peters’ definition is summed up in this quote from Robert Altman's lifetime achievement Oscar
acceptance speech: "The director allows an actor to become more than they've ever dreamed of
being." He says that great leaders are dealers in hope. He cites Churchill and Franklin D.
Roosevelt as examples.
Is an influencer a leader?
Common goal is missing.
No organization (leadership is more of interaction in an organization)
Leadership is a social process- people who are related to each other, know each other directly,
make an attempt to influence the partner’s behavior.
Successful vs. Effective leadership
Unsuccessful leadership - coordination was not possible in Tower of Babel
Languages were different , cannot communicate
Ineffective leadership
Successful but not effective as it was not able to prevent the mongols from invading China
Leadership can be shared
What is the most effective upward influence tactic?
It depends on the situation and the character of the leader.
They said that rational persuasion is the most effective tactic.
Rational persuasion
Salary increase request
-qualification is improves so better performance
-for the company goal
-valuable contribution
-success
When trying to measure leadership effectiveness, use different criteria (economic criteria)
Anjela Ching| Winter Sem| LHRM| 2022-2023
Some of the criteria are more eminent than other criteria (long term: productivity; short term:
complaints or absenteeism)
Leadership vs. management
Phenotype -neglect of expected phenotype causes problems with Japanese team created by
US leader (video)
-violation of specific norms by the US leader which shows ineffective leadership
-contradiction between American Phenotype and the Japanese culture
-the leadership behavior must be shown in a Japanese cultural context
A nail sticking out has to be hammered down.
Unaware of avoiding negative feelings (Andy , Juan)
Attribution - lying or uncompetitive
*respect for the supervisor and regret that the job did not work out
*eye contact - in US culture - dishonesty, impolite, disrespect
Since Juan did not defend himself, he is indeed not honest
Desire to avoid confrontation ß known in Hispanic and Asian culture
Cultural incongruence leadership
the leader displays leadership behaviors that are in conflict with important, culturally derived
follower-held values. This can be perceived as unfair, threatening, wrong, and demotivating.
You should take into consideration different aspects. So, economic and personal goals must be
seen.
One person can be a follower and a leader at the same time
Peter is a leader by assignment and an informal follower when he is influenced by the letter
(one of the six representatives is a leader)
Emergent leader - can be one of the six reps
Or all 6 of them are collective leader
They want to improve the business by complaining
Rational Persuasion - using logical arguments and facts to persuade another that a desired
result will occur
Mr miller is an assigned leader but not an effective one; he does not fulfill the requirement that
he has to influence his followers
He was excellent in the past, from business perspective; but later on, bullying increased
He is a manager, not a leader
Anjela Ching| Winter Sem| LHRM| 2022-2023
Legitimate power; he occupies a position with related responsibilities
Expert power
Coercive power
It is not a cultural issue but a bad leadership style. In all cultures , it is not acceptable.
Consensus is a common culture. Criticism in front of other colleagues is not acceptable. They
collectively presented the letter. There may be some culture problems in this problem but the
text is not decisive.
-perspective of the Swedish employees
Resolution:
Check the perspective of mr miller
Send someone to analyze the situation
-could use a coach
-substituting mr miller
Mutual observer to understand the situation
3 questions to check whether there is cultural issue
1. Experience of Swedish leaders with their group in the past (try to identify if there has
been any problem in the past) ?
2. Experience of other American leaders with similar groups or teams ?
3. Experience of mr miller with US-American similar groups ?
Personality of the leader
1. + 2. + 3. -
Group dynamic
1. - 2. +. 3. +
Cultural Tendency
1. +. 2. - 3. +
The whole case is therefore a cultural issue.
From the perspective of the sales representative, this is a personality issue so it is not effective
to approach mr miller but there is a need for intervention from the superior
360 degree feedback instrument
-leaders and colleagues assess each other
French -overconfident, individualistic, leader is the best
Germany- collects idea from members towards a common goal
Keep in mind that it is only one way and not the only way
Korean culture -gift giving is equal to creation of relationship
Anjela Ching| Winter Sem| LHRM| 2022-2023
AMerican- bribery
Basic Approaches
Cultural dominance
Cultural Accommodation
Cultural Compromise
Cultural Avoidance
Cultural Synergy
Motivation
There is difference on how eager students want to lear; need to learn
Level of motivstion varies between individuals and within one individual in different times
Need
Or drive or motive
-aroused when person notices some characteristics that there is need (state of tension)
-if you behave in a specific manner, after that, you get to satisfy a certain need
-search for a way to satisfy the need
-this will lead to response
-aroused state continues go back to search or need satisfaction
-incentive theories
Example:
Manager tells you that this position will be filled by the most productive member of the team.
Your need for more pay, advancement, esteem. You have incentive- the promotion. You have
need- to have more pay. You have way to satisfy need - working hard which is what the
manager wanted. So, if you work hard, then you get the promotion so the need to advance is
fulfilled or you if you did not get the promotion, you will have frustration as need is not fulfilled,
so may lead to quitting the company.
Particular need -example for esteem or status, can be satisfied in different ways. This can be
satisfied by being promoted after having shown good performance. Or, by amusing his
colleagues—acting as the clown.
Executive group. It is not so easy to motivate people in a way that the motivated behavior
improves the level of attaining organization’s goal.
Knowledge and efficiency economy
Smith vs. Marx
Now, (in contrary to industrialized economy, modern economy now) motivation is equal to a lot
of things (payment, experience, connection, etc)
Hierarchy of needs
Physical -to keep homeostasis; keep normal functioning of the body
We cannot always get satisfied with the top level, so we always look or desire for more, or
higher order need
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He is actualizing but the more fundamental needs are not satisfied. The roof is insufficient so
the umbrella is there to protect him from rain, no food, no heating. Nevertheless, he is interested
in poetry but not in getting food or warm room.
Critical incident - outstanding incident
Exceptionally bar or good
Two-factor theory (Herzberg)
Distinguish between motivators and hygiene factors
Job-intrinsic factor (motivator, related to the content of the job)
Example: a person with a challenging job has more motivation and high satisfaction
Hygiene Factor
-serves to prevent illness (prevents dissatisfaction but it does not create satisfaction)
A person who is well-paid is not dissatisfied but a person who is well-paid does not mean he is
satisfied
Pay raise is ambivalent —connected with high level of performance which leads to recognition
(motivator, not a hygiene factor)
—> not to generalize to all kinds of workers but only to white-collared workers (case study. It
also works on blue-collared workers)
Case study
Improvement of motivators resulted to improvement of hygiene factors. There were some
improvements to hygiene factors. High satisfaction creating high productivity.
Hygiene factors can be improved by giving more decision latitude to the employees. Giving
them chance to decide will improve hygiene factors.
Is Maslow theory applicable to different countries?
In China, as it is more collectivist rather than individualist, physiological needs comes after
social. Social needs is a basic need.
Middle East version
P. 82
Maslow framework shows that there are some universal needs and these may satisfied in
cultural-specific ways and there are some priorities. Mallow’s weakness is this area of priorities.
Valence - satisfaction on getting the reward
Chain runs from effort to performance, satisfaction comes from the valence we get
The motivation we feel is the expectancy towards instrumentality towards the valence
Anjela Ching| Winter Sem| LHRM| 2022-2023
M=ExLxV
If you make a promise, then they will actually expect to receive that award; not giving the reward
will cause poison down the line—that is instrumentality
If i do not expected the reward, then I would not be motivated
Vroom theory distinguishes first level from 2nd level—
first level is task-performance
Second level is task-accomplishment
Learning a lot
*Ivy League attractiveness (11.4) is high but you will still choose (according to motivational
force; expectancy of being admitted in an Ivy League)
Instrumentality is first level outcome
Example: pay increase
When i give good performance level then the values for instrumentality is -1 if you know you
would not get an increase; +1 if you will get increase after a good performance
Herzberg
What was your best experience for the last 6 months. Talk about the experience. HIgh level of
variety when doing my job, different tasks, this variety, i loved the most. The next time you
promise him another high-variable task. Now you know that he is interested in this possible
outcome which is highly attractive. Incident technique is a management tool.
Case 1
Instrumentality is the best reason why the motivation was low.
2 levels outcome
1st level - direct outcome (boss, colleagues) the letter is written and sent to the boss
2nd level (not the task accomplishment) the letter is to be edited and boss has suggestions
WHAT IS THE TASK? WHAT DOES THE EMPLOYEE HAVE TO ACCOMPLISH?
Specific goal -do your best; very effective. Example: sales representative. Goal-setting: pls
check your email every work day thrice a day and respond within 24 hrs
NOt specific: pls try to check your mail regularly
Specific goal setter outweighs non-specific goal setter
Difficult goal transfers the message that my boss trusts me
Trustful signal may induce higher performance
Self-generated feedback
You, as someone who is trying to fulfill the goal, gives the feedback. Example: carpenter making
a chair
Anjela Ching| Winter Sem| LHRM| 2022-2023
Your see the progress, the worker itself sees or observes what is happening
CONTINGENCY FACTORS
-LEADER BEHAVIOR
(4)
-ENVIRONMENTAL
Task structure- how the task is defined
Work group - most important in this theory; quality of relationship between work group members
(is there cohesiveness? Is there cooperation?)
-SUBORDINATE
Locus of control
Perceived ability (not the real ability; sometimes, followers are highly competent but perceive
their competence as low.)
-OUTCOMES
Performance
Satisfaction
Framing is the strategic use of words to construct reality for other people so they can achieve
the desired goals
Sandwich effect (framing) slide 152
You strategically select the words to describe the colleagues; by doing this, constructive reality
for the colleague is that he is doing well but something has to change something
Anjela Ching| Winter Sem| LHRM| 2022-2023
