People

384 Part 4 ' Clobal Human Resources Management . High individualisrn suggests people would be motivatecl by opportunities for individual advancement and autonomy; collectivism (low individualism) suggests that motivation rvil1 more likely work through appeals to group goals and suppol't' . High masculinity suggests that most people would be tnore comfortable with the traditional division of work and roles; in a more feminine oulture, the boundaries could be looser, motivating people through more flexible roles and wot* netrvorks. More recent research, repofied in 2008, and based on Hofstede's dimensions of individual ism and masculinity was conducted by Gelade, Dobson, and Auer. They compared what 50,000 workers in a global pharinaceutical company in 29 nations valued most in their jobs and that positively impacted their company. The results, based on Hofstede's individualism dimension, iho*eci that the higher the level of national individualism (such as is typicai in the United States the more employees valued their autonomy, opportunities fbr per-sonal :'-l'::'-;:r'';-'' i!'li*i a worklif'e baiance. This compared with employees in the more collectivistic countries (sirch as in China an6 Singapore) who apparently are more motivated when they felt that their jobs 1'u111 utilized their skills, and when they i'eit that the colnpany was providing them with good rt'ot'king conditions, fringe benehts, and training.ta The findings based on the masculinity dimension were that the higherihe ievel of "masculinity" (such as in Japan and Mexico), the more motivated employees*were by being given opportunities for high pay, personal accomplishment, and iob advancernent. This cornpar"a *ittl those from more "feminine" criltures (such as in Denmark and Sweden), who ciaimed that factors relatecl to their reiationships with their managers and co-workers provided more commitment to the organization. The authors conclude that: The,se fincling,s show that the sources of organizational conwitnlent are culturally conclitioner| ctnd that their fficts are predictable fronz Hofstede's value dimensions JounNar-oF CRoss-CuLruRAL PsvcHol-ocv 39, uo' 5 (2008).t5 Misjuclging the importance of these cultural variables in the workplace may result not only in a failure to motivate but also in demotivation. Rieger and Wong-Rieger present the lbllowing example: In TlnilancJ, the infiocfitction of att indit,iductl rnerit borttts trtlan, u'hich runs counter to the societal rrcrm of group cooperation, ntay reswlt in a tlecline rather thcm an inctectse itt ptocluctitli4, fiom ettplol'ees |t,ha rcfuse-lo openl}| coftTpete with eaclt other.16 In considering what molivates people, we have to understand their needs, goals, value systems, ancl expectations, No matter what their nationality or cultural background, people are driven to fulfiil needs and to achieve goals' But what are those needso rvhat goais do they want to achieve, and what can motivate that drive to sal.isfy their goals? ?'*te fdEeanEnfi *f W*rrlq Because the tbcus in this text is on the needs that aft'ect the working environment, it is important to understand first what work means to people from diflerent backgrounds. Fot'most people, the basic meaning of work is tied to economic necessity (money for food, housing, and so forth) for the inrlividual and lbr society. However, the additional connotations of work are more subjective' especially about what work provides other than money-achievement, honor, social contacts, and so on. Another way to view work, however, is through its relationship to the rest of a person's lif'e. The Thais call work rtgan, which is the same as the Thai word for "play," and they tend to introduce periocls of piay in their workdays. On the other hand, most people in China, Germany, uni th" United States have a more serious attitude toward work' Especially in work- oriented China, seven-clay work weeks with long hours and ferv days off are common' A study of average work hours in various countries conducted by Steers i'ound that Koreans worked longer hours and took fewer vacation days than worket's in Thailand, Hong Kong, Taiwan, Singapore' India, Japan, and Indonesia.lT The study concluded that the Koreans' hard work was attributable to loyalty to the company, group-ot'iented achievefilent' and enrphasis on gloup harmony and business relationshiPs. � , ri ir ,tr ri :i i. ii ti Chapter 1l " Motivating and Leading 385 Studies on the meaning of work in eight counl.ries were caffied out by George England and a group of researchers who are calleci the It4eaning of Work (MOW) International n"t"".!fr i"u*.ts Their research sought to determine a person's idea of the relative importance of work compared to that of ieisure, community, religion, and family. They called this concept of work work centrality, defined as "the degree of general importance that working has in the life of an inclividual at any given point in time." The results showed, lbr example' that the Japanese hold work tn be ulry important in their lives; the Brits, on the other hand (in this uuihor', birth country) seem io like their leisure tinte more than those in the other countries surveyed. However, given the complexity of cultural and economic variables as involved in people's attitude toward work, the results are difficult to generalize, in particular concerns the implications of on-the-job rvork motivation. More relevant to manaSers (as an aid to understanding culture-based differences in motivation) are the specific reasons for vaiuing work. What kinds of needs does the working environment satisfy, and how does that psycho logical contract differ among populations? The MOW research team provided some excellent insights into this question when it asked people in the eight countries what they valued about work an<l what needs ate satisf,red by their joUr. fn"ir research resulis showed the reiative order of importance overall as follows: 1. A needed income 2. Interest and satisfaction 3. Contacts with others 4. A way to serve society 5. A means ofkeePing occuPied 6. Stalus and prestige.le Note the similarities of some of these functions with Masiow's need categories and Herzberg's categories of motivators and maintenance factors. Clearly, these studies can help international managers to aniicipate what attitudes peopie have toward their work, what aspects of work in their lif'e context are meaningtul to them, and therefore what approach the manager should take in setting up motivation and incentive pians' In addition to the difTerences among countries within each category-such as the higher levei of interest and satisfaction derived from work by the Israelis as compared with the Germans-it is interesting to note the within-country dift'erences. Although income was the-most important factor fgr all co=untries, it apparently has a far greater impofiance than any other factor in iapan. In other countries, such as the Netherlands, the relative importance of different l'actors was more evenly distributed' The broader implications oi-such comparisons about what work means to peopie are derived from considering the total cultural context. The low rating given by the Japanese to the status and prestige founct in work, for instance, suggests that those needs arc more fully satisfied elsewhere in tn"ir lives, such as within the family and community. In the Middle East, religion plays a major role in all aspects of lif'e, including work. The Islamic work ethic is a commitment toward fu11j11 ment, and so business motives are helcl in the highest regard.20 The origin of the Islamic work ethic is in the Muslirn holy book, the Qur'an, ancl the words of the Prophet Mohammed: On the da1,o! judgntent, the hone.st Muslint merclrcrtt x,ill stcnd ,sicle bv side tuitJt the nrctt))rS' Mona,ltuso Muslims feel that work is a virtue and an obligation to establish equilibrium in one's indi vidual and social life. The Arab worker is definecl by his or her level of cotnmitment to family, anr1 wort is perceived as lhe cletermining factor in the ability to enjoy social and family lif'e'2l A study of 1 i ? managers in Saudi Arabia by Ali lbund that Arab managefs are hi.ghlv committed to the Islamic work ethic ancl that there is a morierate tendency toward individualism'" Exhibit l1-1 shows the results of the study and gives more insight into the Islamic work ethic. Another stucly by Kuroda and Suzuki found that Arabs are serious about their work and that favoritisrn, give-and-take, and paternalism have no place in the Arab workplace' They con trasted this attitu<ie to that of the Japanese and Americans, who consider iiiendship to be an inte gral part of tlte workpiace.23 � t{ 385 Pan 4 . Globat Human Resources l\4anagement fixt"tl*t? 't'r -t rhe rsrami< work Ethic: Responses by saudi Arabian Managersaa ortem Mean* Islamic Work Ethic 1. Laziness is a vice. 2. Dedication to work is a virtue. -4.66 4.62 3. Good work benefits both one's self and others. 4.57 4. Justice and generosity in the workplace are necessary conditions for society's welfare. 5. Producing more than enough to meet one's personal needs contributes 4.59 to the prosperity of society as a whole. 3.71 6. One should carry work out to the best of one,s ability. 4.707, Work is not an end in itself but a means to lbster personal growth and social relations. 8. Life has no meaning without work. 3.97 4.47 9. More leisure time is good for society. 3.08 10. Human relations in organizations should be emphasized and encouraged. 3.89I 1. Work enables man to control nature. 4.06 12. Creative work is & source of happiness and accomplishment. 13. Any man who works is more likely to get ahead in life. 4.60 3.92 14. Work gives one the chance to be independent, 4.3s 15. A successful man is the one who meeis deadiines at work. 4.17 16. One should constantly work hard to meet responsibilities. 4.25 17. The value of work is derived from the accompanying intention rather than its results. 3.16 -On scale of 1-5 (5 highest) other variables affect the perceived meaning of wort and how it satisfies various needs,such as the reiative wealth of a countty. when people have a high standard of living, work can take on a meaning different from simply providing the basic ecoriomic necessities of life. Ec.nomic difTerences among countries were found to "*lluin variations in attitudes toward work in a study by Furnham et al' of over 12,000 young people from 41 countries on all five continents. Specifically, the tesearchers fbund that young people in Far East and Middle Eastern countriesteporfed the highest cornpetitiveness and u"quiriiiu"n"ss for monef, while those from North America and south America scored highest on work ethics and "*ori"ry', (that is, continuing toslruggle to master something).2s such ltudies show the complexity of the underlying reasons for differences in attitudes toward work-cultural, economic, and so on-which must be taken intcr account when considering what needs and motivations people bring to the workplace. All in all, research shows a considerable cultural variabiiity arccunj rto* *iJ meets empioyees, needs. Tfue l{eeds *"Ei*ranciry !n th* lnternationa! Csnt*xt How can a manager know what motivates people in a specific country? certainly, by drawing on the experiences of others who have worked there and aiso by inferring the likely type of motivational structure present by studying what is known about the curture ii that region. People's opinions of how best to satisfy their needs vary across culturcs also. one ciearconclusion is that tnanagers around the world have similar needs but show differing levels ofsatisfaction of those needs derived from theirjobs. Variables other than culture may be at play, however' one of these variables may be the country's stage of economic development. Withregard to the transitioning economy in Russia, fo.-"xarnile, a ,tuay by Elenkov foun4 thatRussian managel's to*$ t:.,y:ity and belongingness needs as oppor"d to higher-order needs,such as self'-actualization.26 Whatever the ,"urnn, many companies that have stafied operations in other countries lnve experienced differences in the uppur"ir.n*"d, oi th" Iocal employees and how rhey expect work to,be recognized. Mazda, oriapun, experienced this problem in itl Michigan plant. Japanese firms tend to confer recognition in the iorm of plaques, attention, and � 392 Part 4 , Global Human Resources Management d,eadfng Le patron, der Che.f, and the Boss. DDI, Leaders on Leaclers hip Survq,, 2OA6s3 This section on leadership (and the above quote) prompts consideration of the following ques tions: To what extent, and how, do leadership styles and practices around the world vary? What are the forces perpetuating that divergence? Where, and why, will that divergence continue to be the strongest? Is there any evidence for convergence of leadership styles and practices around the world? What are the fbrces leading to that convergence, and how and where will this conver gence occur in the future? What implications do these questions have for cross-cultural leaders? The task of helping employees realize their highest potential in the workplace is the essence of leadership. The goal of every leader is to achieve the organization's objectives while achieving those of each employee. Today's global rnanagers realize that increased cnmpetition requires them to be open to change and to rethink their old culturally conditioned modes of leadership. T!"I€ G!.SFAL LEADER's RCILE AIUD ETSVIRCIN&!Er{T The greatest competitive advantage global companies in the twenty-first century can have is eff'ective global leaders. Yet this competitive challenge is not easy to meet, People tend to rise to leadership positions by proving themselves able to lead in their home-country cor?orate culture and meeting the generally accepted behaviors of that national culture. However, global leaders must broaden their horizons-both strategically and cross-culturally-and develop a more flexible model of leadership that can be applied anywhere-one that is adaptable to locational situations around the world.s4 The critical factors necessary for successful leadership abroad have come to be known as the "Global Mindset." Typically that mindset compares with the traditional mindset in the areas of general perspective, organizational life, work style, view of change, and learning.55 Some of the rypical actions and attitudes of a leader with a giobal mindset are shown in Exhibit i 1-4. One successful leader with a "global mindset" is Carlos Ghosn, a French businessman and CEO of Nissan and Renault. He was born in Brazil of Lebanese parents and educated in France. While at Renault, he was sent to Japan to turnaround the ailing auto company, Nissan, which he did very successfully, surprising everyone that he could work so well within the intricate culture of Japanese business. (For further details see the Part 4 Comprehensive Case Study on Carlos Chosn.) Ghosn was voted man of the Year 2003 by Fbfiune magazine's Asian edition, he also sits on the boalds of Alcoa, Sony, and IBM. This global leader and multicultural manager conveyed his high CQ when interviewed by Newsweek: Cotnpanies are going global, but the te6ms are divided and scattered all over the planet. . . . You have to knaw how to tnotivate people who think very dffirently than you, tvho have differcnt kittds of sensitivities, so I think the most important message is to get ptepared to deal with teams who ate multiculnrul, who tlo not think the same way.s1 EXH|tslT 1't-4 The Global Mindset of Succesrful Leaders56 Personal work style High "cultural quotient" (CQ) Open-minded and flexible Effective cross-cultural communicator and collaborator Team player in a global matrix Supports global objectives and balances global with local goals and practices. i.l � soJuoJeJJrp aql Jo 8uruossol u ot alnqlruoJ 'sderuad '11rm puu lueruuo4^uo pue aloJ s.repeal pqo13 eq] ecuenUul o1 ,{1111qe sll ul a,ttse,uod,'{lEutsea;cut Surutoraq s-'(3o1ouqce}-'to13EJ lEuonlppe uV d;qsrapeal uCI ps#3 ssatrlsrlg-3 aEA 'algJo auoq uI pue ,tgecol ,8ur1eur sorsr3ap puu rua1s,(s pJEl\3J 'uoll€ulpJooJ '8uglets;o siuols'(S ' {sIJ Jo 1ene1 'lttuouoca-1eot1r1od 'leJnllnJ-l?I3os :lueuuoJIAue sSeulSllS r .ae ,d3o1ouqca1 ,uorlpzrluuouuuJelur jo 3doJS 'OJnl3nJlS leuoIlUZIUeS;O . suollEleJ ,(ltunruuol pus 'sl3eluo3 luuotsse;ord lsofl o ,(lypqelrune eJJnoso.I l€col pue uollsJol lerts'(qg ' Jepuel q peluer8 fluoqlne Jo leAol r :l.x3lfus3 sof 3Hl 'sae,(oldrue pus lueluuJeAo3 'sreuusd Suoure uoqe;edoor 3o laAel o ,ttuouolne Pue ,(luoqtne Jo leAel r ua.m lsotl uI alqEII€^e uolletuloJul 3o {1ue13 ' ,(lryqeldupu PJnllnJ r e8peynoul l€rluqcel puu ecuarredxe dlqsJopeel ' ss:S&f lHt CINV UJ0V3-1 :ll{t 'uolltas srqt tnoq8norql drqsrepeal qlns Jo aJnleu luoaultuoc orll auruexo III/I\ oAl 'sluauruoJl^ue Sut8ueqc-raAa pue enblun uqll/( sll{s lella8eueur Joqlo pu"'leuorlu^uolu 'uollEoiuntuluor 'dtquapeel spuelq snql aIoJ s.Jepual IBJnI -lnJrtinlu eqJ ?o.^roleq uarrrS a;u sSutllos uSreroS uI eloJ s.Jeprcl 3q1Jo lxeluoJ pu8 ]ueluot eql ul salq€rJ'^ aql 3d salct*exa oruos 'drqsrapeel elnlse serlnbal p€oJqe qol pIJeEeuEuI aql Jo lxol {orurouosa'lurugod) salqulre .Jo Joqwnu pesueJ3ul aI{J rg'uollEnlls JEln -uor eq] ur (1ernt1nc puu -crged aqt al polele1 selqelrg4 osoql IIE sosuduroc drqs:apue13o lxaluos aI11 :opeut oq 01 suolslcop eql pu€ .rop€al eql Jo satnqlJ]t€ eql sasrJduroo drqsrepeal Jo luoluoo aq; 'dtquapBol Jo lxoluot aql pug luoluor oql-s3lq?ue^ Jo slss o1d1 Jo uollt€J3lul Oql sasIJdUoJ alol S.JapsAI oq1 on:fi1*n} e Jo leqrustu u (9) pue 'uotssa;otd € J0 requau e (g)'{Iunoc Jel{]ou€ 3o lo f,'gunoc lsoq orl Jeqlra Jo uazrlrs e (7) .,(lrunururoJ l"tol 3111 Jo lueplseJ e (g) 'uug letol aql Jo JoSeuuur aql (z) e (1) se solo;'Surlcrguot saurlleuos pu€ luel;odurt IeJeAes .uug luered "ql 3o "nirnruese.rder Eu{E3nl dq sseua^r}3aJJo drqsrapuel azrurrxEut o} dJ} s}uouluSrsse leuoneuJelul uo sra8uuu1tr1 'selrlrelQo sll laoru ol uoIlszIuEEJo aql lo ,ttgrqe eql uo lredwr o^uE8eu lu€f,SruErs B a^Eq ueJ. sreEeuelu {€o/rd eJoul ro ouo Jo sltaJJe e^uelnlxn3eI{I.uollEzluu8;oeqtJoel€w{eeJlluasq}.,(loluru4lnpue.seedoldluaJoJor^eqoq ,{16utls suol}teJ3}ul siJopual aql osn€mq paztsuqdruorano aq lou pus uorp^rlorJ"q, "ru"ngur aw ur areq,udue aldoed 3o Jol^€qoq pu? 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More and more often, companies like Italtel Spa-a5 using technology such as the intranet to share knowledge and product information throughout their glob-al operations. In the case of Italtel, this required wide delegation and empoweffnent of their employees so that they could decentralize. Individual manage1s are rcalizing that the Internet is changing their leadership styles and interactions with employees, as well as their strategic leadership of their organizations. They have to adapt to the hyplrspeed environment of e-business, as well as to the need for visionaty leadership in a whole new set of competitive industry dynamics. Some of these new-age leader ship issues are discussed in the Management Focus: Leadership in a Digital World' MANAGEMENT FOCUS Leadership in a Digital World What does leadership mean in a digital world in which organizations are flexible and fluid and the pace of change is extremely rapidl Whatt it like to lead in an e-business organization? Jomei if'ang of VitrL Technology iescribes it as fqllows: "Thereb no place to hide. [The lnternet] forces you t6 be on your toes ev"e'ry minute, every second. " 'ls leadership in e-businesses really all that dif ierent from tiaditional organizations? Managers who've worked in both think it is' How? Three differences seemio be mJst evident: the speed at which decisions must be made, the importance of being flexible, and the need to create a vision of the future' triaking Decisions Fast. Managers in all organizations never have all the data they want when makinf decisions, but the problem is multiplied in e-business..The situation is changing rapidly and tie competition is intense. For example, Meg Whitman, then president and CEO of efiay, iaid, "We're giowing at 40 percent to 50 percent per quarter. That pace absolutely changes the'leadeiship chaiienge. Every three months we become a different company. ln one year'.we wentfrom:b employeesto 140, and from 100,000 registered usersto 2'2 million' At Hasbro [where she was pievibusiy an executive], we would set i yearlong strategy, and then we would simply execute against it. At eBay, we constantly revisit the strategy-and revise the tactics'" Leaders in e-businesses seb themselves as sprinters and their contemporaries in traditional use the term "lnternet time," which is a ref- businesses as long-distance runners. They frequenily erence to a rapid-ly speeded-up working environment. "Every [e-business] leader today has to unlearn one lesson that was drilled into each one of them: You gather data so that you can make considered decisions. You can't do that on lnternet time' " Maintaining RexiUility. ln addition to speed, leaders in e-businesses need to be highly flexible. They have to be able to roll with the ups and downs. They need to be able to redirect their group or organization when they find that something doesn't-work' They have to encourage !*perimentaiion. This is what Vtirk Cuban, presideni and co-founder of Broadcast.com. had to'say about the importance of being flexible. "When we started, we thought advertising would be the core of our business. We were wrong. We thought that the way to define our network was to distribute servers all over the country. We were *tong. We've had to recalibrate again and again-and we'll have to keep doing it in the future'" Focusing on the Vision. Although visionary leadership is important in every organization, in a hyperspeeJ environment, people require more irom their leaders. The rules, policies, and reg-ulations that characterize more iraditional organizations provide direction and reduce uncertainty for Such formalized guidelines typically don't exist in e-businesses, and it becomes the "*ptoyees. i.rponui5itiry of the leadeii to"proviOe direction-through their vision. For instance, David Pottruck, co-CEO o{ Chartes ScfrwJ, gatfrered nearly 100 of the company's senior managers at the southern end of the Golden Cut" Aiiig*. He handei each a jacket inscribed with the phrase "Crossing the Chasm,, and led them across ihe bridge in a symbolii march to kick off his plan to turn Schwab into a futt-+teOged lnternet Urolerug". Getiing people to buy into the vision may require even more radi cal actions. For instance, whei tsao Okiwa, chairman-of Sega Enterprises, decided to remake his ;;p;;y into an e-business, his management team resisted-that is, until he defied Japan's consen sus-charged, lifetime-empioyment cult-ure by announcing that those who resisted the change would ne {ired,iiskinE shame. Not so amazingly, resistance to the change vanished overnight ffiM.coulter,Managemeni,7thed.(Upper5addleRiver,NJ:PrenticeHall, 2001), used with Permission' � 'snourouoJne lou lnq aueulnq .(1ea'r1e1ar pue 'e,trlednpred puu peluelJo-Iue3l 'cll€rxsu€q3 fua,r aq o1 pelcedxe sI Jspgsl o^I133JJa u€ ]eq1 apnlcuo3 u€c auo 'eldruexa IoJ'lIZ€Ig u1 'Arlunoc lEqi roJ eplo.rd e1,ts drqs:apeol o^UcoJJa ue -+o luaurdola,tep s^\oll€ suolsuotulp tt€ uo ,fulunoc J€lncIU€d e ro1 tq8p 01 l1ol ulo{ Suipte.r'uoqlppl uI 'ocrxel4 pue 'ursouopq 'fiuo1 Suog 'fd(Bg ul sl 11 u€q1 €il1snY pu€ 'liz€Ig '€peu€J ul 1u€: -Jod1ur eJoru s€ popJeEer sr .rapuel o^uedr3ruud B Sureq'oldtuexe JoC 'uolsuarup l€qt uo serrlun.': osoql Suour€ uost.l€duloc s1r\olle uorsuourrp elSuls € uo uronoq ol do] ruo{ Sutpeer leql eli\ '(drqs.rapeel e^BceJJe e1rtlllo€J ,{1p4ue1sqns plnoA\ s.lol^€qaq esoql i€q}) L 01 ({lqgroAe.+ papni;; eq1$u!$\of\srov*qpqdrqsreQqt\eso\1e\uorur{o ottr\ \ur$\e\"asBrro lescqrre $L\-!::?i:ii: dyqsrapuel asoql uo Lqunor qme Jo] seloss 3qI 'f,Iunor 1r:ql ulqllll azls sldurts aql i: ' ', J"s$! r -[o3 lsJg erII',S-II ryEqxg ur u,{1oqs aJv peqxJease'I seulunol esoq} Ja swos 'toJ sllnseJ eI[J ' strouro$e1ne pue'eueurml'e lqedr.tlrred' e lrlcelo-rd -ries ,paluerro-ru€ol 'orleursrreqJ aJu lue8urluoo d11ernl1nc eq ol punoJ srol^€qeq pue soldls dqs.ie .ssolqlnJ 'cutuaco8e 'aarletedoocun Sutaq papnlcul slluJl pap.Ie83r -peol ?sorll gg.lBlJol€]clp pue ,{learle3eu e{t lrapynq tu?o} € pue tolecruntutuoc pu€ .Iotarlslurrup€ peilpls e 'lauteS.teq a,u1 .Bur8ernocue ,dqlrorr$sn.4 Eureq se qons srol^eqeq e.ie a;eqrtrfue peldol3u f,11uraue3 s'ror -""31" un -^er{oq drqs"repeal a^ttrsod aqt t€ql punoJ doql 'dlpatcadxaun loN'luoSunuor fllu.Inllnr e-IE qrlrl^\ pue paldaccu ,(11esre,lrun eJe sJor^Er{aq drqs.repeal qclq^\ lno pu{ o} Poiu€il sJeqcJesseJ 3q} .uogep<Iod s.plJo/r1 ar{l Jo fluoleru eql SurluasoJdal 'soulunot asoql ul sJeEPu?lu 000'81 lrror-i npp t"r1lo" o1 sa€olopoqtaur a^rlelll€nb pue alrtulrluenb qloq Sutsg 'sassecoJd l€uouez{ue8lo pue dqslapeel uo selquuu^ IeJnllnJ Jo tcecluu aql Sutpuetsropun Jo asodrnd 3ql JoJ s?tJlunoo Z9 ruo4 sr€loqJs luatuaEuueru pu€ slsllueros Iurcos 0rI Jo IJoA\lsu e pasr-rdtuoc uru'l8ord qcJEsser (SSO-ID) sseua^IlreJJg rol^ellag leuotleztusElO pue drqsrepeal luqotD stll {q qrluose6 lla{ord SgsTs a*.{L .pEoJqs 3uro3 uaq,n ldopu ot lcedxe plnoqs .reSeueul e e1,{1s drqs.iapeel 3o puDI leq/v\ JOJ suoll -ecrldur sgq stql ',{1raa13 'uoll€u tr1 uolleu ruo4 {r3A uealE ere daq} snle}s Jo pul-l leq^\ puB'e^eLi .{aqi acuengut 1nq^ 't,,"pne1 3o pelledxa sI leq/ 'e4gqaq plnoi{s seloJ snolJu^ ur aldoad *roq ]noqe sJarloq pus suuou paseq-o.rnllnt Jo llnseJ E s? 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Global Human Resources Management XXl"ttglT 't 1-5 Culturally Contingent Eeliefs Regarding Effective Leadership Styles6e Country N Charisma Tbam llumane AutonomousSelf-Protective ParticiPative Australia 345 6.09 5.81 3.05 5.7r 5.09 3.95 Brazil 264 6.01 6.17 3.50 6.06 4.84 2.27 Canada 2s7 6.16 5.84 2.96 6.09 5.24 3.65 (English-speahing) China 160 5,57 5.57 3.80 5.0s s,18 4.07 Denmark 32'l 6.01 5.70 2.82 5.80 4.23 3.79 Egypt 241 5.5'7 5.55 4.21 4.69 5.14 4.49 England 168 6.01 5.71 3.04 5.5',1 4.90 3,92 Greece 234 6.02 6.12 3.49 5.81 5.16 3.98 India 231 5.85 5.72 3.78 4.99 s.26 3.85 Ireland 1,5',1 6.08 5,82 3.01 5.64 5.06 3.95 Israel 543 6.23 5.91 3.64 4.96 4.68 4.26 Japan Mexico 197 327 5.49 5.66 s.56 5.75 3.61 3.86 5.08 4,64 4.68 4.71 3.67 3.86 Nigeria Philippines Poland 419 281 283 5.77 6.33 5.67 s.65 6.06 5.98 3.90 3.33 3.53 5.19 5.40 5.05 5.48 5.53 4.56 3,62 3.75 4.34 Russia 301 5.66 5.63 3.69 4.67 4.08 4.63 Singapore South Korea 224 /.1 3 5.95 5.53 5.77 5.s3 3.32 3.68 5.30 4.93 5.24 4.8'7 3.87 4.21 Spain Sweden 370 1,790 5,90 5.84 5.93 5.75 3.39 2.82 5.1 1 5.54 4.66 4.73 3.54 3.97 Thailand 449 5.78 5.76 3.91 5.30 5.09 4.28 Turkey USA 301 399 5.96 6,12 6.01 5.80 3.s8 3.16 5.09 5.93 4.90 <?1 3.83 3.75 5cale j to 7 in order of how important those behaviors are considered for effective leadership (z = highest)' The charismatic leader shown in this research is someone who is, for example, a visionary, an inspiration to subordinates, and pedbrmance-oriented. A team-oriented leader is someone who exhibits diplomatic, integrative, and collaborative behaviors toward the ieam. The self-protective dimension describes a leader who is self'-centered, conflictual, and status conscious. The participative leader is one who delegates decision making and encourages subordinates to take responsitility. Hu*une leaders arc those who are compassionate to their employees. An autonotnous leader is, as expected, an individualist, so countries that ranked participation as impo$ant tended to rank autonomy in leadership as relatively unimportant. In Egypt, parlicipation and autonomy were ranked about equally.To This broad, path-breaking research by the GLOBE researchers can be very helpful to managers going abroad, enabling them to exercise culturally appropriate leadership styles. In anoth" i ttuge oithis ongoing research project, interviews with managers from various countries led the researchers, heacled by Rotrert House, to cotrclude that the status and int'luence of leaders vary a great deal across countries or regions according to the prevailing cultural forces. Whereas Ameriians, Arabs, Asians, the English, Eastern Europeans, the French, Germans, Latin Americans, and Russians tend to glorify leaders in both the political and organizational arenas; those in the Netherlands, Scandinavia, ancl Germanic Switzerland have very difl'erent views of leadership.Tl Following are sotne sample comments made by managers fiom various countries: Americans appreciate two kinds of leaclers. They seek empowerment from leaders who ' grant autonomy and delegate authority to subordinates, They also respect the bold, lbrceiul, confldent, and risk-taking leader, as personified by John wayne in his movies. . The Dutch place emphasis on egalitarianism and are skeptical about the value of leader ship. Terms llke teacler and manager cany a stigma. If a father is employed as a manager, Dutch children will not admit it to their schoolmates. � jgll Ei 9l e; eql 'uopaas ur sJa8Bu€Il\tr 'aJnlcn.Ils sllslcoln€ IsLOS e qll/v\ 3lq€iloJtuoJ sJotu e.l? suelseuopul r€i, iaseuudel pup susrlsU op ueqi uon€droiued ol ?Joru oqlJcsqns suEIII.IsD pue suE3I.IeuV 'eld i* :$ .*r, -uExa rod o,']uerueSeue{.u oAll3aJJo sl iuqi\r i}o uorldac.rad aql sl?e.iJ€ fpuecgtu8rs ut8iro luuotleu tuqt papnljrior eq'ueclel pus 'urseuopul'solets pollun eqt 'solJlunot ueedorng u.I31s3A\ sulu uI potcnpuoJ ,{pn1s e uJ '.teq3ffasal q3ueJd s 6luoJne'1 ,{q parpnls saqdosopqd pue srol^€qeq iur'ieEu tl '$ rti: -u€u aql Snouu osl€ o.rorlr uoqedr:lu;ud sns.rel i(ilJotllne lut.le8uuuui ]noqu suotlulcadxfl i} ,r'dcercotne uo s.Ioqto ot"p utql;eq8rq qrnur po>lueJ EIpUI 'elpul pue 'ulBlllg'spu€lroqlaN aql'sol€]S ,$ $ipirpn eqt ,,tpt1 .uudu1 'unr?1eg 'ecuerC',(ueureg :iseqEry oi lsa^{ol .ro.IJ 'salJluno;6utalo11o1 aql i.:ir ur snuou JnBJtolnE lo eruasald e^tlul?r aql poluuJ apelsJoH 'qoJ€osal srq.;o ged Jaqloue uI rfi :l:,1 .stouedns Jo sanleA eql lou 'soluurpJoqns io sonlpl eql s133UoJ qoJ€asoJ slq 18ql lno slulod 'a epals.IoH pl.puodsel lsnru Jeptel eq1 q31q,{ oi drqseleutproqns leql sI }I pus'8utuotltpuor lEJntlnJ i1 Jraql puu soleurproqns uo spuadap qcn/{ 'llr/!\ }e sal(ts e8ueqo o1 f,1rpqe ,(ia>1qun rlsql pu? slepeoi {1 uo qJniu oot ale.riue3uo) e,l.r sdsqrad'sprom Jeqlo q '(srepeal pJe^tot sopnilnu ee,{oldua) dqs ji' .p -elgurp.ioqns ol luaruelduroJ e sr lr ;€ql sr 'lno siurod eq 'eln11no due ut dqs;cpeol lnoqP dse.I3 ot ,iir l3uJ IsrtnJJ ar{I ,t'soJnilnc umileo ur eucnpordrelunoJ aq uur s.Iatll.I?as3.I uuJLIaiuV ,tuuut dq pa tt, -pueru1uotoJ saq"c-eorcldz luaueS€ueul e,rtludrcrgud 1?q1 sopnlcuot'1JP,J ul 'epe1s3o11 'e1,(1s pql ol 'it eJaqpg ol srotrodns lcadxa {eqt pue 'a1,{1s dlqs.rapeoi o,',rludrcrlrud 'a,rt1e1lnsuoc e re;o'td ol l,'; .i.{. 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'sJaprci rleql uI t{l8uaJls pue re'tod {eos SUEIUBJI ' iJa^\od ut aru daql se 3uo1 se-sJap€ol reql dtqs;oar' sQuJ$ r 'S/ :(9002) I 'ou '02 sanpadta4 pawa6eueyy 1o Iwapety aql ,,'l€O'19 pafo.r6 u.ro-r1 drqs.repeal ul suossal lelnlln) ssolf ilaploqe€ aql lo a^l aLl] ul" ,asnoH .f Uaqou pue ,anbn1 ap d11ng &ei11 'ueurlJoo 'M J3lad 'uepl^ef lnosuel^ uo pose8 P)rnos' (letcgrrces-;1as :11I cneusueqc) Euqet->1s1g' (snolcsuor-sn]€ls) snoltsuos-sn|€]$ r {snotuouolne) otlslPnPt'uPul . salnq.Ir$v Jepss'I Jo luaruosJoputr luaEupuoJ '{1wn1p3 (cttenotnu) lElrolelJl(l r (tue1o,ro1uur) e,rqe.redooc-uo1q . fa'Jl3sa png r'anrtf *',?,r"6g c (s,t 11'rs$:.rrC-31'ss7' ssaua^llJaJJfl dgs.rapual o1 quaur;padul paraplsuo3 ,tlpsJaqun qIc{L pue sJo-IAeqafl (taPlPq rueal) el4ectuollJluoJ r (leuoqatclsut-cgutusurqc) Eutlenrlour pur leuotleltdsul' (,(reuotsr,r-rq€ilsusqc),{muotsr6 . (dtpEarul) ssaulQlroAusrul o ssaua^lpaJJg dgs.rapuel;o sJolsllllJeg pa'IaplsuoJ flpsra'r1u;1 sllElI, pu8 sJoIABqag ssaua^ll)aJ+l dlqslapeal Jo stnaln lernllnf 9-t I :lglt-tgx ,68 Surpeel puu Eurlu,\uol4l . I I reldeqJ � 398 Part 4 " Global Human Resources Management gxtj,BlT 't t-? comparative Leadership Dimensions: Participation and tnitiativeTg Managerial Initiatlve, Managers' Extent to Which Leaders Delegate Sense of Drive and Responsitrility AuthoritY 0 = lnw; 100 = high 0 = low; 100 = high USA 73.67 Sweden 75.51 Sweden 't2.29 Japan 69.27 Japan 12.24 Norway 68.50 Finland 69.58 USA 66.23 Korea 67.86 Singapore 65.3',1 Netherlands 67.11 Denmark 64.65 Singapore 66.34 Canada 64.38 Switzerland 65.71 Finland 62.92 Belgium/Luxembourg 65.47 Switzerland 62.24 Ireland 64.76 Netherlands 61.33 France 64.64 Australia 61.22 Austria 62.56 Germany 60.85 Denmark 62.79 New Zealand 60.54 Italy 62.44 Ireland 59.53 Australia 62.A4 UK 58.95 Canada 61.56 Belgium/Luxembourg 54.55 Spain 61.55 Austria 54.29 New Zealand 59.46 France 53.62 Grcece 58.50 Italy 46.80 UK 58.25 Spain 44.31 Norway 54.54 Portugal 42.56 Portugal 49.74 Greece 3"1.95 Netherlands, the United States, Denmark, and Great Britain believe that empioyees should participate in problem solving rather than simply be "fed" all the answers by managers, compared with managers in those countries on the higher end of this scale, such as ltaly, Indonesia, and Japan. Laurent's l'indings about Japan, however, seem to contradict common know.ledge about Japan's very participative decision-making culture. In fact, research by Hampden-Turner and Trornpenaars places Japan as second highest, after Sweden, in the extent to which leaders delegate authority.TT Findings regarding the other countries are similar-shown in Exhibit 11-7' Horveve1, participative leadership should not mean a lack of initiative or responsibility. Other classic studies indicate cross-cultuml dift'erences in the expectations of ieadership behavior. Haire, Ghiselli, and Porter surveyed more than 3,000 nanagers in 14 countries' They fbund that, although managers arouncl the world consistently tavored delegation and participation, those managers also had a low appreciation of the capacity and willingness of subordinates to take an active role in the management ptocess.TS In addition, several studies of individual countries or areas conclude that a participative leadership style is frequently inappropriate. Managers in Malaysia, Indonesia, Thailand, and the Philippines were found to prefer autocratic leadership, whereas those in Singapore and Hong fong are less autocratic.so Similarly, the Turks have been found to prefer authoritarian leadership, as do the Thais.8l in the Middle East, in particulaq little delegation occurs. A successful company there must have strong managers who make all the decisions and who go unquestioned. Much emphasis is placed on the use of power thro-ugh social contacts and family influence, and the chain of command must be rigidly follorved.82 The effects of participative ieadership can vary even in one location when the employees are from <litTerent cultural backgrounds-f'rom which we can conclude that a suborelinate's culture is usually a more powerful variable than other factors in the environrnent. Research thar supports this ccnclusion includes a study conducted in Saudi Arabia that lbund participative leadership to be more effective with U.S. workers than with Asian and Aiiican employees. � oql Jo scueulroJJ?d 3q1 l€ql punoJ sBA\ 1I 'sreF€uEul ueclJetuv qilON JO sesllJ€Id luoru38€uBlu eql 01 popuods"t s"arolotuo u€ISSnu &\oq Jo '(pn1s e Jo sllns3'I eql uI uoes eq u€J "inlor"rund srolseJ l?Jntlnc su llol$. s€ lsnlxsluoc snol^qo Sui,rlorrur uotlunlls drquapeel eq1 lo '$rxelduor eug .,$srcos reql ul selq€rre^ Jaqlo pu€ 'sopn1rl1€ 's\ufou,']xoluol aq] 01 Surp'rocce "q,3oiio*n*e srorleqpq drrqsrep€€\ uolf,l1s"tOn f*"* C"q1 :dtqslepuel 1o fuoeq1 (cue?ur-\uoc eql 5o uorpilldde rleril ui 6cueBurtucc omllno a4 ,t1*nopeu o1n plnoqs slo3eueu. 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I I reldeqC srnun) aqr 8'L L rlSlHxS lepoyl an11e,r6alul uv issa)ord dlqs,repeel aql ul ^lua6ultuof � 400 Part 4 ' Global Human Resources Management Russian workers decreased, which the researchers attributed to a history of employee ideas being ignored by Russian managers' as well as cultural value differences'84 As noted, leadership ref'ers not just to the manager-subordinate relationship, but also to the division, or unit for which a manager is responsi important task of running the whole "ornpuny, ble. When that is a globaT responsibility, ii is vitat to be able to adapt one's leadership style to the local context on *u:ny levels. Nancy tvictcinstry, an American leader in Europe' is very sensitive to that imperative. Since she moved to Europe, charged with the task of turning around the tfou experience of the way bled wolters Kluwer, the Dutch publishing g.oup, she "has had plenty -of national and cultural differences can both ["o"uii and enliven business."8s One immediate difference she noticed is that she is one of few women in senior management in Holland. That fact, added to the focus of the Dutch media on the executive as a person and the views of the employees, rather than the focus on the company as in the united States, was surprising to her' As she continues her restructuring plan, Ms. McKinstry (whose physician husband commutes every two weeks between his hospitifjob in New York and his family in Amsterdam) has found that there i, a mircon"eption that slie is going to apply an American, bottom-line leadership style' However, she saYs: . ' . lf you have ct Tltere isn,t that one-size-.ftn-atl approach, ,tot even within Europe. product or a customer pobtem in France, there might be an approach that works extremely well. But if yiu took that same approach and tried to solve the exact same ptoblem in Holland, you mightfail'86 NANCY McKIusrnY' Chairman and CEO, Wolters Kluwer Publishing Group' Hotland, JutY I 5, 200487 ys. McKinsrry explains that in southern Europe, there is far more nuance to what people are saylng compared t0 northern Europe and in particular-compared to the direct' optimistic style of the u.s. she finds that they often don't .ounito say "No" to her, even though they may not be able to achieve what she is asking them. Her leadership approach is to listen hard and say "How are you going to go about meeting this goal?"88 CONCLUSION Because leadership and motivation entail constant interactions with others (employees' peers, superiors, outside contacts), cultural influences on these critical management func t;;"";. certainly, other powerful variables are intricately involved in the inter rions are "";y national management context, particuiarly those of economics and politics' Effective leaders the entire context anideuelop sensitivity to others' values and expecta carefully "*urnin" tions regarding personal and group interactions, performance, and outcomes-and then act accordinglY. $ummarY of KeY Points 3. implicit in motivating an ernployee is an. understanding - 1. Motivation and leadership are factors in the successful of *ttict of the employee's needs are satisfied by work' implementation of desired strategy' However' while many of Studies on the "meaning of work" indicate considerable tt e Uasic principles are universal, much of the actual content cross-cultural differences. and process are culture-contingent-a function of an individ 4. A reexarnination of motivation relative to Hofstede's ual's needs, value systems, and environmental context' dimensions of power distance, uncefiainty avoidance' individ 2. One problem in uiing content theories for cross-cultural ualism, and masculinity provides another perspective on ihe research, such as that created by Maslow' is the assump cultural contexts that can influence motivational stllctures' tion of their universal application' Because they were 5. Incentives and reward systems must be designed to developed in the United States, even the concepts' such reflect the motivational structure and relative cultural or esteem, may have different meanings as achievement emphasis on tive categories of rewards: financial' social in other societies, resuiting in a noncomparable basis status, job content, career, and professional'of research. �