International Motivating and Leading

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International Motivating and Leading

  1. 1. Motivation and Leadership Kevin Walz, Bryan Dwyer, and Riley Kufta
  2. 2. The PlanProblem Solution Solution (Who) (What) • Motivation • IQ • Traits • Leadership • EQ • Needs Theory • CQ • Motivation • Leadership • Influences • Variation Problems • Dispositions • Contingency
  3. 3. The Leadership Challenge What Makes International Leadership Different
  4. 4. Weird or Different
  5. 5. MotivationDifferent people are motivated by different rewardsExtrinsic MotivationIntrinsic MotivationDifferent tasks require different rewards
  6. 6. The Candle Problem
  7. 7. Motivation in Mexico Latin America High Power Distance High Uncertainty Avoidance Low Individualism Family is Important Nationalistic Very Hierarchical Being-Oriented
  8. 8. Born in the U.S.A Created in North America Behavioural Theory Situational and Contingency Theories Transactional and Transformational Theories
  9. 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. 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. 11. AfghanistanWould burning the American Flag be any different?Was this a failure of leadership?
  12. 12. The Leadership Solution What Makes a Successful International Leader
  13. 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
  14. 14. 3 Quotients IQ CQ EQ
  15. 15. Broad, systems perspective Global learning for career development Cultural ContingencyIQ Model (page 315) The GLOBE Project Formal Education Continual Learning
  16. 16. Open-minded and flexible Team player Emotional resilienceEQ Change welcomed and facilitated Experience Maturity
  17. 17. Cultural Quotient CQ Action CQ Drive CQ CQ Strategy Knowledge
  18. 18. South KoreaInfluences Dispositions Family Individual Heritage Attitudes Pivotal Acquired Encounters Skills
  19. 19. The Leadership Solution What Successful International Leaders Do
  20. 20. 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
  21. 21. 9 Traits of Effective LeadersDominance Sensitivity toHigh energy othersInternal locus of Intelligence control StabilityIntegrity Self-confidenceFlexibility
  22. 22. 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
  23. 23. Maslow’s Hierarchy of NeedsPhysiological Needs – salary, breaks,working conditionsSafety Needs – raises, job security, benefitsSocial Needs – interaction, social events,friendly environmentEsteem Needs – job title, recognition,decision makingSelf-Actualization Needs – promotions,skill development, control
  24. 24. North America vs. ChinaSelf Actualization Status----------------------------------------------------------Esteem Admiration----------------------------------------------------------Social Affiliation----------------------------------------------------------Safety Safety----------------------------------------------------------Physiological Physiological
  25. 25. The Surprising Truth About What Motivates Us
  26. 26. “In Thailand, the Thailandintroduction of anindividual merit bonusplan, which runs counterto the societal norm ofgroup cooperation, mayresult in a decline ratherthan an increase inproductivity fromemployees who refuse toopenly compete withothers”.
  27. 27. Conflicting Motivational Techniques Russian Managers to Russian Employees vs. American Managers to Russian Employees
  28. 28. Delegating Authority
  29. 29. Identifying Your Weaknesses
  30. 30. Contingency Leadership Context Content Leader-Follower Situation Motivation Effects Outcomes
  31. 31. SummaryProblem Solution Solution (Who) (What) • Motivation • IQ • Traits • Leadership • EQ • Needs Theory • CQ • Motivation • Leadership • Influences • Variation Problems • Dispositions • Contingency
  32. 32. 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). Maslows 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

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