Leadership, Motivation, and Group Behavior

1. Leadership, Motivation, and Group Behavior Group 2

2. Framing leadership: Is the essence of leadership being stuck on the horns of a dilemma? • Leadership- Effective if they occupy positions of power

3. Chester Barnard • Systems of communication between individuals and groups • Motivation • Common purpose • ‘The Functions of the Executive’ • 1968

4. Thomas Stewart • Interview-based research project • 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

5. Cultural View of Leadership Effectiveness • Facilitators • Universal impediments • Culturally contingent endorsement of specifics that work in some cultures but not in others

6. Who is more effective, the instrumental-visionary-transformational 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

7. 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

8. Examples • GM • Instrumental-visionary-transformational • Toyota • Headman • Nissan • Mix

9. 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

10. 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

11. 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

12. Can an individually based need hierarchy exist in a collectivist culture?

13. 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.”

14. Paradox • Fundamental attribution error • Oneself • Others, including subordinates, superiors, and peers • Environment or situation?

15. Successful Executives Individualistic, market pricing culture Collectivistic, authority-ranking culture Attribute success largely to work of others Peers, mentors, subordinates Ex. Brazil • 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

16. Failed Executives Individualistic, market-pricing culture Collectivistic, authority-ranking 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 • Self-serving tendency • Blame the environment or situation • Blame others • Failure had nothing to do with me attitude

17. 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

18. 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.

19. Individualistic vs. Collectivist • When culture is introduced-individualistic, market-pricing cultures reverses the free rider effect. • Collectivistic, authority-ranking cultures, work harder in groups than they do alone

20. 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

21. Examples America Brazil

23. 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 • Learning how to learn together • Discovering group members unique cultural contributions • Exploring group polarities

24. What about you? Think of a country you would like to work in, do business in or visit. • 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

25. Brazil Results: • 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