This document discusses motivation and leadership in international contexts. It addresses how motivation and leadership theories developed primarily in North America may not translate directly to other cultural contexts. Key topics discussed include how motivations can vary between cultures based on differences in values like individualism versus collectivism. The document also explores how leadership traits are viewed differently across cultures and the importance of cultural intelligence for international leaders. International leaders must understand these cultural differences and how to adapt their approaches accordingly.

1. Motivation and Leadership
Kevin Walz, Bryan Dwyer, and Riley Kufta

2. The Plan
Problem Solution Solution
(Who) (What)
• Motivation • IQ • Traits
• Leadership • EQ • Needs
Theory • CQ • Motivation
• Leadership • Influences • Variation
Problems • Dispositions • Contingency

3. The Leadership Challenge
What Makes International Leadership Different

4. Weird or Different

5. Motivation
Different people are motivated by
different rewards
Extrinsic Motivation
Intrinsic Motivation
Different tasks require different
rewards

6. The Candle Problem

7. Motivation in
Mexico Latin America
High Power Distance
High Uncertainty
Avoidance
Low Individualism
Family is Important
Nationalistic
Very Hierarchical
Being-Oriented

8. Born in the
U.S.A
Created in North
America
Behavioural Theory
Situational and
Contingency Theories
Transactional and
Transformational
Theories

9. Juggling Roles
Representative of the parent firm
Manager of the local firm
Resident of the local community
Citizen either host or another country
Member of profession
Member of a family

10. Leadership Problems
“Me vs. We”
Faulty Assumptions
Not knowing your own faults
Communication
Language
Attitudes
Out of Control Emotions
One size fits all

11. Afghanistan
Would burning the
American Flag be any
different?
Was this a failure of
leadership?

12. The Leadership Solution
What Makes a Successful International Leader

13. Who Am I? Colloquially, my
birth name means
“troublemaker”
I was awarded the
Nobel Peace Prize
in 1993
I was South
Africa’s first black
president
Nelson Mandela I helped to end
Apartheid in
South Africa

15. 3 Quotients
IQ
CQ EQ

16. Broad, systems
perspective
Global learning for
career development
Cultural Contingency
IQ Model (page 315)
The GLOBE Project
Formal Education
Continual Learning

17. Open-minded and
flexible
Team player
Emotional resilience
EQ Change welcomed
and facilitated
Experience
Maturity

19. Cultural Quotient
CQ Action CQ Drive
CQ CQ
Strategy Knowledge

20. South Korea
Influences Dispositions
Family Individual
Heritage Attitudes
Pivotal Acquired
Encounters Skills

21. The Leadership Solution
What Successful International Leaders Do

22. Who Am I? I was born
February 24, 1955
I co-founded a
company at 21
As a manager, I
was first described
as erratic and
temperamental
I resigned from my
company for 13
years before
Steve Jobs returning in 1998

23. 9 Traits of Effective Leaders
Dominance Sensitivity to
High energy others
Internal locus of Intelligence
control Stability
Integrity Self-confidence
Flexibility

24. Cultural Views of Leadership
Behaviors and traits universally
considered facilitators of leadership
effectiveness
Behaviors and traits universally
considered impediments to leadership
effectiveness
Culturally contingent endorsement of
leader attributes

25. Maslow’s Hierarchy of Needs
Physiological Needs – salary, breaks,
working conditions
Safety Needs – raises, job security, benefits
Social Needs – interaction, social events,
friendly environment
Esteem Needs – job title, recognition,
decision making
Self-Actualization Needs – promotions,
skill development, control

26. North America vs. China
Self Actualization Status
----------------------------------------------------------
Esteem Admiration
----------------------------------------------------------
Social Affiliation
----------------------------------------------------------
Safety Safety
----------------------------------------------------------
Physiological Physiological

27. The Surprising Truth About What
Motivates Us

28. “In Thailand, the Thailand
introduction of an
individual merit bonus
plan, which runs counter
to the societal norm of
group cooperation, may
result in a decline rather
than an increase in
productivity from
employees who refuse to
openly compete with
others”.

29. Conflicting Motivational Techniques
Russian Managers to Russian Employees
vs.
American Managers to Russian
Employees

30. Delegating Authority

31. Identifying Your Weaknesses

32. Contingency Leadership
Context
Content
Leader-Follower Situation
Motivation Effects
Outcomes

33. Summary
Problem Solution Solution
(Who) (What)
• Motivation • IQ • Traits
• Leadership • EQ • Needs
Theory • CQ • Motivation
• Leadership • Influences • Variation
Problems • Dispositions • Contingency

34. Thank You!  References
cia.gov. (2012). The World Factbook:
Country Comparison GDP – per
Capita (PPP). Retrieved from
link
Questions Deresky, H. (2011). Motivating and
Leading. International Management:
Managing Across Boarders and
Cultures. In Camosun College
School of Business (Ed.) Custom
Business Resources: Business
450 International Business
(pp.297-322).
Kim, K. K., & Starcher, R. (2012). Cultivating
Intercultural Leaders. International
Journal of Leadership Studies. 7(1),
71-86. Retrieved from link
Rakowski, N. (2008). Maslow's Hierarchy of
Needs - The Difference of the
Chinese and the Western Model on
the Example of Purchasing
Luxurious Products. Retrieved March
20, 2012, from link
Williams, J. T. (n.d.). Leadership Problems in
Business. Retrieved March 22, 2012,
from link