Traditional Theories of Leadership and the Achievement Dimension

CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 1

©2017 ITAP International, Inc. All Rights Reserved.

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Traditional Theories of Leadership and the

Achievement Dimension




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Traditional Theories of Leadership: Behavioral Theories

Behavioral theories: •Focus on observable behavior, not underlying traits•Behavior can be learned, esp. by high self-monitors

“self-monitors” = people who are very conscious of their own behavior and its impact on others, and are skilled at adjusting their own behavior

Source: Management 11e



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• Ohio State Studies uncovered 2 dimensions of behavior:

1. Consideration: Trust, respect for ideas, regard for feelings

• [66% of employees are motivated by appreciation]

1. Initiating structure: Organize work, work relationships, and goals.

Source: Management, 11th edition, by John R. Schermerhorn, Jr



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University of Michigan Studies: Similar to the studies in Ohio State University•Employee-oriented leaders: Like the Ohio State dimension of “initiating structure”•Production-oriented leaders: Like the Ohio State dimension of “consideration”




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Differences Between Ohio state and Michigan University Research

• University of Michigan studies show that “leaders who were employee-oriented in their behavior” do better than production-oriented leaders

• Employees under employee-oriented leaders have:– higher group productivity– higher job satisfaction




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Differences Between Ohio state and Michigan University Research

• The Ohio State studies argue that both consideration (employee-oriented) and initiating structure (production-oriented) are important




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Basic Distinction: Relationship vs. Task




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Reflection: Where did YOU learn behaviors that belong to “initiating

structure”?

Where did you learn:-Trust?-Respect for ideas?-Respect for your own feelings?-Respect other people’s feelings?



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Reflection: Where did YOU learn behaviors that belong to “initiating

structure”?

Where did you learn:- Organize work?- Relating to people at work?- Setting goals?



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Evaluating Behavioral Theories

Strengths Weaknesses

• Directs researchers and practitioners to an important distinction: task vs. relationship

• Theory does not tell us about the situations in which task or relationships are particularly important, making it difficult to give practical advice

• There are probably other orientations besides employee and production




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Geert Hofstede: The Values that Motivate Behavior

• One can research the values that motivate behavior (and situations in which there is a gap between the values and the behavior)

Prof. Geert Hofstede



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Hofstede’s Framework

• As in previous ITAP presentations, we define cultural values by drawing on Prof. Geert Hofstede’s framework

• In Hofstede’s framework, cultural values are organized along six dimensions– Each dimension is a continuum– At each end of a continuum is a distinct

value orientation



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Hofstede’s Framework and the Ohio State and University of

Michigan Studies

• One of Hofstede’s 6 dimensions is Achievement

• Achievement partially aligns with the tension between being employee-oriented vs. production-oriented (Consideration vs. Structure Initiation)



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Achievement

…the degree to which we focus on goal achievement and work, or quality of life and caring for others

ACHIEVEMENT ORIENTATION

QUALITY OF LIFE ORIENTATIONNice guys finish last.Winning isn’t everything, it’s the only thing.

All work and no play make Jack a dull boy.It is nice to be

important, but it is more important

to be nice.



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Achievement Scores Vary Across Countries

Japan=95 Sweden=5

Austria=79 Denmark=16

Germany=66 Netherland=14

USA=62 China = 471

1ITAP research over the past 9 years. Hofstede’s estimate is 66.

ACHIEVEMENT ORIENTATION

QUALITY OF LIFE ORIENTATION



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Imagine Business Leaders Working Across Cultural Differences

Advice to individuals with Quality of Life Orientation who work with Achievement oriented colleagues:Your colleagues might perceive you as less driven or ambitious than they areThey be frustrated and have a greater expectation for urgency and delivery versus your preference for establishing consultative relationships and rapportRecognizing this dynamic early on may help you establish the cooperation you seek to develop



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Since more than one value motivate behavior, and Hofstede’s framework includes 6 dimensions...ITAP has created charts with 4 cells to discuss behavior along 2 value dimensions

– Achievement and Certainty



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Certainty…

…the extent to which people prefer rules, regulations and controls or are more comfortable with unstructured, ambiguous or unpredictable situations.

NEED FOR CERTAINTY

TOLERANCE FOR AMBIGUITY

Do it by the book.Better safe than sorry.

Rules are meantto be broken.

Nothing ventured, nothing gained.

Japan=92 Germany=65 USA=46 China=30



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China and Tolerance for Ambiguity Orientation

“Adherence to laws and rules may be flexible to suit the actual situation and pragmatism is a fact of life. The Chinese are comfortable with ambiguity; the Chinese language is full of ambiguous meanings that can be difficult for Western people to follow”



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China

Japan

Scores: https://www.hofstede-insights.com/country-comparison/china,japan/

Combining Two Behavioral Styles

U.S.A.Germany



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• Global leaders sometimes work with leaders and followers who do not behave like them and do not share the same values that drive behavior

• Leaders are at risk of not being effective when their behavior and values do not align with other people’s behavior and values, or if they do not respect differences



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• For more insight about working effectively across cultures, contact ITAP

• ITAP is one of only 2 companies worldwide endorsed by Dr. Hofstede and approved to represent his research

"This [approval] is due to their professionalism and deep understanding

of my work.”• An Ivy League university partners with ITAP to certify

its coaches in the CWQ.




23©2017 ITAP International, Inc. All Rights Reserved.



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ITAP CWQ database includes over 8,000 respondents.Results correlate highly with Hofstede’s data. The CWQ

application is currently available in:– English– Latin American Spanish– European Spanish– French– German– Korean– Chinese – Questions and instructions only (not the report) are in

Danish and Japanese




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Your results compared to country averages

Explanation of your results

Individual orientation Group

orientation


INDIVIDUALISM - the degree to which action is taken for the benefit of the individual, or benefit of the group

This dimension represents the relationship between the individual and the group in a given society.

• An individualistic society is a culture of the "self” where individuals are expected to take care of themselves and ties between individuals are loose. In business in individualistic cultures, employees are expected to take responsibility for their work and their career development. A group (or collectivist) society gives preference to belonging to the "we," where individuals are loyal and contribute to the wealth of their family, clan, or organization in exchange for reciprocal group support. In group cultures, the organization, supervisor and colleagues are more likely to provide support and foster interdependence.

Individualism: The higher your score, the higher your preference for Individual Orientation. A score of 50 or lower means more of a preference for Group Orientation.

Interpreting your results [NOTE: THIS IS A SAMPLE EXPERT PARAGRAPH BASED ON THIS PERSON'S ANSWERS.]

Your score is in the middle to high range of the Individualism dimension and indicates a moderate preference for individual orientation. Employees with a preference for individual orientation will pursue their employer's interests to the extent that these coincide with their self-interest. Freedom to adopt your own approach and having challenging work are important in a job. Individuals expect direct feedback, as well as rewards and recognition based on their individual performance. Speaking one's mind, honesty and openness are valued. Decisions can often be made quickly by an individual who has the authority to speak on behalf of a larger group.

Both your score and the score for USA indicate a preference for an individual-oriented environment that supports and encourages individual expression. In countries with a more pronounced individual orientation such as USA, you may find the need to appeal more to self-interest than to the group interest, to a degree beyond your normal style. You can also expect that you may need to take even more individual responsibility for your job performance than you may be used to.

Your score shows the least difference with the score for India. Your approach is therefore likely to be consistent with the approach in India.

respondent



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QUADRANT CHARTS:•The Individualism results of a group of people along with country scores•The chart also shows the group results for another cultural dimension (in this case, Power Distance)




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Hofstede Country Culture

Analysis Australia


Analysis

Germany

Hofstede Country Culture Analysis

Mexico


Analysis China


Analysis India

Hofstede Country Culture AnalysisUnited Arab Emirates




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ITAP is prepared to ITAP is prepared to provide demonstrations provide demonstrations of its Intellectual of its Intellectual Property to qualified Property to qualified licensorslicensors


Who licenses the CWQ?•Human Resource professional in large organizations•Consulting firms seeking the capability to assess cultural values at the individual, group and organizational levels



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Improving Competitive Advantage

• Our services focus on:1.Global talent retention and development

2.Effectiveness of the senior team and mission critical global teams

3.Global leader and global workforce development

4.Cross-border transformation and change

• Ensure that culture is an asset, not a barrier in your global business.




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Catherine Mercer BingCEO, ITAP International, Inc.Managing Director, ITAP Americas, Inc.

353 Nassau Street, First FloorPrinceton, NJ 08540 USA(W) +1.215.860.5640(M) [email protected]: CatherineBing


Date post:	28-Jan-2018
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