Based on Luthans, F., & P.Doh, J. (2012). International Management Culture, Strategy, and Behavior (8th ed.) McGraw-Hill Education, Page 488 - 489

2. Vanda Trica Janne 76190215
78190190
Nicholas Calvin Wijaya
Dosen: Elfrida Viesta Napitupulu
Kelompok 1
REVIEW AND
REVIEW AND
DISCUSSION QUESTIONS
DISCUSSION QUESTIONS
CHAPTER 13
CHAPTER 13
Manajemen Internasional Kelas L

3. Review and Discussion
Questions Chapter 13
Page 488 - 489

4. Question 1

5. Answer Question 1

6. Answer Question 1
Persamaan Leadership dan managerial adalah keduanya sama-sama mengatur
bawahan. Biasanya seorang leader atau manajer harus memiliki keahlian untuk
mengatur bawahannya hanya saja perbedaannya terletak di ruang lingkupnya,
yaitu seorang leader memimpin perusahaan yang didalamnya berisi individu-
individu termasuk manajer. Sedangkan seorang manajer hanya mengatur individu
yang ada di divisinya.
Anglo-American Culture
Asian Culture
Latin Culture
Contoh:

7. Question 2

8. Answer Question 2
There is relatively low positive belief in the necessity for democratic-type of
supervisory practices on average in each country
It is found that countries other than anglo-american countries, have lesser faith in
the capacity of their people for leadership and initiative.
In European countries indicates that higher-level managers tended to express more
democratic values than lower-level managers; however, in other countries, and vice
versa.
Company size also tended to influence the degree of participative-autocratic
attitudes.
Younger managers are likely to have more democratic values when it comes to
leadership, initiative, sharing information and objectives.
Nordic European Countries such as Denmark, Finland, Iceland, Norway, Sweden and for
Latin European Countries such as France, Italy, Spain, Portugal, Switzerland and Israel:
Similarity:
Using Haire,Ghiselli, and Porter Study, it is found that,

9. Question 3

10. Answer Question 3
Yes, there is a relationship as the example can be found in European countries where
in small firms there was more support among managers regarding belief that
individuals have a capacity for leadership and initiative.
Larger firms were more about sharing information, objectives, participation and
internal control.
Younger European Managers tend to have more democratic values when it comes to
leadership, initiative, sharing information and objectives.
Example: Sweden
Additional Info: Vice versa action found in Belgium

11. Question 4

12. Answer Question 4
Well known for paternalistic approach to
leadership,
provides high safety / security,
have greater belief in capacity of
subordinates for leadership and initiative
than managers in most other countries
(Only for Managers who have worked in
Anglo American countries)
Expressed attitude toward use of
participation, greater degree than other
countries
Confidence in the ability of subordinates
and use of participatory style
Japanese Managers Beliefs:
Different Philosophies of managing
People (Japanese with Ouchi’s Theory Z
and US with Assumptions and
Approaches)
Japanese Managers tend to use of
Variety Amplification while US Managers
tend to use of Variety Reduction
US Managers within larger firms tend to
be more democratic approaches while
Japanese are more of an autocratic.
Different beliefs between Japanese, and US:
Participative and Self Protective Leadership
Charismatic/Value-Based Leadership
Team Oriented Leadership
Humane-Oriented
Autonomous
Similar beliefs between Japanese, US, and
European:

13. Question 5

14. Answer Question 5
The type of leadership style that most effective in Japan is using the Participative
Leadership Style, for in terms of sharing information, objective, and using internal
control
2 Affecting Factors (Company Size and Managers Age) as these factors may
have affected the approach for high achieving and low achieving subordinates.
Adapting different Philosophies of managing People (Japanese with Ouchi’s
Theory Z and US with Assumptions and Approaches)
High Degree of Ethnocentrism for Japanese people (Japanocentrism and
American Exceptionalism)
Important similarities on how effective Japanese leaders manage high achieving
and low achieving subordinates.

15. Question 6

16. Answer Question 6
3 Important Guidelines for US Managers leading in MNCs / International Arena are:
Values-Based Leadership
Ethical Decision Making
Quality Stakeholder Relationships

17. Question 7

18. Perilaku kepemimpinan yang efektif tidak bersifat universal melainkan bisa bergantung
pada budaya / tradisi yang melekat pada diri pemimpin tersebut atau yang sudah ada
dalam suatu organisasi.
Selain itu perilaku kepemimpinan bisa berjalan dengan baik dipengaruhi siapa yang
dipimpin dan dengan demikian seorang pemimpin jika ia bisa memilih gaya
kepemimpinan yang cocok dengan kondisi karyawannya maka perilaku kepemimpinan
tersebut bisa disebut efektif, namun jika salah maka kepemimpinannya akan gagal.
Menurut Hersey and Blanchard "Kepemimpinan yang sukes dicapai dengan memilih gaya
kepemimpinan yang bergantung pada tingkat kesiapan para pengikut "
Answer Question 7

19. Answer
Question 7

20. Question 8

21. Answer Question 8
Pemimpin yang otentik adalah pemimpin yang cenderung dinamis, berpikir
kedepan dan selalu berusaha untuk merintis standar baru sesuai dengan situasi
yang ada. Jadi seorang pemimpin yang selalu berpikir statis tanpa berusaha
untuk mencapai tingkatan yag lebih tinggi akan dianggap tidak efektif (tidak
otentik)
Ethically responsible leadership adalah kepemimpinan yang memperhatikan etika
dan tanggung jawab. Dalam hal ini kepemimpinan yang dijalankan harus
mencerminkan praktik bisnis dan kepemimpinan berprinsip, etika yang tinggi, dan
perilaku moral serta cita-cita bersama untuk memajukan organisasi dan juga
kesejahteraan masyarakat. Salah satu prinsip konsep kepemimpinan yang etis
dan bertanggung jawab adalah Servant leadership. Pemimpin yang melayani
akan mendapat hasil yang baik untuk organisasinya dengan melayani kebutuhan
rekan mereka dan orang yang mereka layani

22. RESOURCES
RESOURCES
Luthans, F., & P.Doh, J. (2012). International Management Culture, Strategy, and Behavior (8th ed.) [E-book]. McGraw-Hill
Education.
Chapter 13. (2018, February 12). Studylib.Net. Retrieved January 25, 2022, from https://studylib.net/doc/5559246/chapter-13
New World Encyclopedia. (n.d.). Ethnocentrism - New World Encyclopedia. Https://Www.Newworldencyclopedia.Org. Retrieved
January 25, 2022, from https://www.newworldencyclopedia.org/entry/ethnocentrism
Noteborn, G. (n.d.). Ch13 1. Https://Www.Slideshare.Net. Retrieved January 26, 2022, from
https://www.slideshare.net/GwenNoteborn/ch13-1-8807884
ebezpieczni.org, R., 2022. Organizational Behavior Pdf Stephen P Robbins, - ebezpieczni.org. [online] ebezpieczni.org. Available
at: <https://ebezpieczni.org/pdf/26379-organizational-behavior-pdf-stephen-p-robbins-125-366.php> [Accessed 27 January
2022].
Binar, R. (2018, July 5). Leader dan Manager, Bedanya apa? Binakarir. Retrieved January 26, 2022, from
http://binakarir.com/leader-dan-manager-bedanya-
apa/#:%7E:text=Leader%20melakukan%20inovasi%20sedangkan%20Manager%20mengelola.&text=Sedangkan%20seorang%20
manager%20menetapkan%20apa,atau%20masalah%20dalam%20sebuah%20organisasi.

23. THANK YOU
THANK YOU
Any Questions?