CROSS CULTURAL

LEADERSHIP

PRESENTED BY :- KANCHAN
PANDEY
LEADERSHIP
 Leadership can be defined as one's ability to
get others to willingly follow. Every
organization needs leaders at every level.
 leadership is the art of motivating a group of
people to act towards achieving a common
goal.
 “Leadership is like beauty, it is hard to define,
but you know it when you see it. the new
leader is one who commits people to action,
and who converts followers into leaders, and
who may convert leaders into agents of
change”
LEADERSHIP QUALITIES
 Clear vision
 Integrity
 Dedication
 Openness
 Creativity
 Fairness
 Assertiveness
ROLE OF LEADERSHIP IN
FOLLOWING AREAS
 Team management
 Strategy tool
 Problem solving
 Decision making
 Time management
 Stress management
 Creativity skills
CROSS-CULTURAL LEADERSHIP

 This term refers to leadership in which a

leader endeavors to influence the activities
and goals of a culturally diverse group by
appealing to their systems of shared
knowledge and meaning.
 Cross-cultural leadership recognizes the
moderating effect that culture can have on
leadership processes. It also seeks to discover
the similarities and differences between
cultures as to what is generally considered to
constitute appropriate and inappropriate
leader–follower relations.
QUALITIES DEMANDED IN
LEADER IN CROSS CULTURE
 Ability to cooperate.
 Ability to take initiatives.
 Ability to motivate others.
 Extrovert personality.
 Self motivated.
 High level of energy.
 Ability to communicate.
 Team builder.
 Creative.
 WHAT GREAT LEADERS
DO?
 Live with integrity, lead by example
 develop a winning strategy or “big idea”
 build a great management team
 inspire employees to greatness
 create a flexible, responsive organization
 use reinforcing management systems
 communicate to diverse audience
CROSS CULTURAL LEADERSHIP
THEORIES
 Theory X
 Theory Y
 Theory Z
THEORY X

 A manager who believes that people are

basically lazy and that coercion and threats of
punishment often are necessary to get them to
work.
THEORY Y

 A manager who believes that under the right

conditions people not only will work hard but
will seek increased responsibility and
challenge.
THEORY Z
 A manager who believes that workers
seek opportunities to participate in
management and are motivated by
teamwork and responsibility sharing.
CROSS CULTURAL LEADERSHIP STYLE

The use of work-centered behavior

Authoritarian
Authoritarian designed to ensure task
Leadership
Leadership accomplishment.

The use of work-centered behavior

Paternalistic
Paternalistic coupled with a protective employee
Leadership
Leadership centered concern.

The use of both work- or task-

Participative
Participative centered and people centered
Leadership
Leadership approaches to leading subordinates.
 LEADER–SUBORDINATE INTERACTIONS

Authoritarian Leader

Subordinate Subordinate Subordinate

One-way downward flow of

information and influence from
authoritarian leader to subordinates.

Adapted from Figure 13–1: Leader–Subordinate Interactions

© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 LEADER–SUBORDINATE INTERACTIONS

Paternalistic Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between
leader and subordinates.

Adapted from Figure 13–1: Leader–Subordinate Interactions

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 LEADER–SUBORDINATE INTERACTIONS

Participative Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between
leader and subordinates.

Adapted from Figure 13–1: Leader–Subordinate Interactions

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
AN OPTIMAL PROFILE OF UNIVERSAL LEADERSHIP BEHAVIORS
I’s–transformational Effective
CR–Contingent Reward
MBE-A–Active Management-by-Exception
I’s
MBE-P–Active Management-by-Exception
LF–Laissez-Faire CR

MBE-A
Passive Active
MBE-P

y
nc
ue
eq
Fr
LF

Effective
Adapted from Figure 13–5: An Optimal Profile of Universal Leadership Behaviors
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
LEADERSHIP IN THE INTERNATIONAL
CONTEXT
Research shows that there are both similarities and
differences – most international research on
leadership has focused on Europe, East Asia, the
Middle East, and developing countries such as India,
Peru, Chile, and Argentina.
LEADERSHIP IN THE
INTERNATIONAL CONTEXT
European managers tend to use a participative
approach. Researchers investigated four areas
relevant to leadership:
1. Capacity for leadership and initiative (Theory
X vs. Theory Y)
2. Sharing information and objectives: general
vs. detailed, completed instructions for
subordinates.
3. Participation: leadership support for
participative leadership
4. Internal control: leader control through
external vs. internal means
LEADERSHIP IN THE
INTERNATIONAL CONTEXT: JAPANESE
 Japan is well known for its paternalistic
approach to leadership
 Japanese culture promotes a high safety
or security need, which is present among
home country-based employees as well as
MNC expatriates
 Japanese managers have much greater
belief in the capacity of subordinates for
leadership and initiative than do
managers in most other countries. Only
managers in Anglo-American countries had
stronger feelings in this area
THANK YOU