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MGF3681: International Management

Week 9:
Leadership
Across Cultures

www.monash.edu.au
Week 8 Lecture
• In a high power distance, high uncertainty avoidance culture,
which leadership style is most applicable and why.
• Identify and differentiate three (3) different implicit leadership
styles.
• How can House’s Path Goal Theory be used in international
management.
• Identify four (4) positive and four (4) negative leadership traits
identified from the GLOBE study.
www.monash.edu.au
2
Leadership – very very basically
• Traits - We want particular traits in a leader
– e.g. Intelligent, Good-looking, Rich

• Behaviours - Leaders behaviours are classified to the
extent to which they focus on people or performance
– e.g. Managerial Grid, Universities studies

• Contingency - Different situations call for different
leaders
– e.g. Employees, Situation, Culture

• Styles - Leaders have a particular style
– E.g. Transformational, Charismatic, Servant
www.monash.edu.au
3
Cultural Context: Low Power
Distance and Low Uncertainty
Avoidance

Cultural context: High Power
Distance and Low Uncertainty
Avoidance

Leader Type: "The Democrat"

Leader Type: "The Master"

Recommended Leadership
Styles: Supportive,
Participative, & Achievement

Recommended Leadership
Styles: Directive & Supportive
Example Country: China

Example Country: Great Britain

Cultural Context: Low Power
Distance and High Uncertainty
Avoidance

Cultural Context: High Power
Distance and High Uncertainty
Avoidance

Leader Type: " The
Professional"

Leader Type: "The Boss"

Recommended Leadership
Styles: Directive, Supportive,
and Participative
Example Country: Germany

Recommended Leadership
Style: Directive
Example Country: France
www.monash.edu.au
4
Germany Leadership Case Study
1. What are some of the current issues facing Germany? What
is the climate for doing business in Germany Today?
2. Are the leadership styles used by German managers really
that different from those used by the Americans?
3. Do you think the German managers are really more TheoryX oriented than their US counterparts? Why or why not?

www.monash.edu.au
5
If you liked this week how about

Getting on board
MGX3991 Leadership Practices and
Principles.
It is awesome.
www.monash.edu.au
6
Next Week
• International HRM
• Bring your textbook

www.monash.edu.au
7
Week 9 Lecture
• Define Parent-country nationals, Host-country nationals, Third
country nations, and Flexpatriates.
• What are the advantages and disadvantages of using
expatriates on international assignments? Consider issues
regarding repatriation.
• What are the strengths and weaknesses of Ethnocentric,
Regiocentric, Polycentic, and Geocentric IHRM orientation?

www.monash.edu.au
8

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Week 9 International Management

  • 1. MGF3681: International Management Week 9: Leadership Across Cultures www.monash.edu.au
  • 2. Week 8 Lecture • In a high power distance, high uncertainty avoidance culture, which leadership style is most applicable and why. • Identify and differentiate three (3) different implicit leadership styles. • How can House’s Path Goal Theory be used in international management. • Identify four (4) positive and four (4) negative leadership traits identified from the GLOBE study. www.monash.edu.au 2
  • 3. Leadership – very very basically • Traits - We want particular traits in a leader – e.g. Intelligent, Good-looking, Rich • Behaviours - Leaders behaviours are classified to the extent to which they focus on people or performance – e.g. Managerial Grid, Universities studies • Contingency - Different situations call for different leaders – e.g. Employees, Situation, Culture • Styles - Leaders have a particular style – E.g. Transformational, Charismatic, Servant www.monash.edu.au 3
  • 4. Cultural Context: Low Power Distance and Low Uncertainty Avoidance Cultural context: High Power Distance and Low Uncertainty Avoidance Leader Type: "The Democrat" Leader Type: "The Master" Recommended Leadership Styles: Supportive, Participative, & Achievement Recommended Leadership Styles: Directive & Supportive Example Country: China Example Country: Great Britain Cultural Context: Low Power Distance and High Uncertainty Avoidance Cultural Context: High Power Distance and High Uncertainty Avoidance Leader Type: " The Professional" Leader Type: "The Boss" Recommended Leadership Styles: Directive, Supportive, and Participative Example Country: Germany Recommended Leadership Style: Directive Example Country: France www.monash.edu.au 4
  • 5. Germany Leadership Case Study 1. What are some of the current issues facing Germany? What is the climate for doing business in Germany Today? 2. Are the leadership styles used by German managers really that different from those used by the Americans? 3. Do you think the German managers are really more TheoryX oriented than their US counterparts? Why or why not? www.monash.edu.au 5
  • 6. If you liked this week how about Getting on board MGX3991 Leadership Practices and Principles. It is awesome. www.monash.edu.au 6
  • 7. Next Week • International HRM • Bring your textbook www.monash.edu.au 7
  • 8. Week 9 Lecture • Define Parent-country nationals, Host-country nationals, Third country nations, and Flexpatriates. • What are the advantages and disadvantages of using expatriates on international assignments? Consider issues regarding repatriation. • What are the strengths and weaknesses of Ethnocentric, Regiocentric, Polycentic, and Geocentric IHRM orientation? www.monash.edu.au 8