Cross Cultural Leadership: Presented By:-Kanchan Pandey
Cross Cultural Leadership: Presented By:-Kanchan Pandey
Cross Cultural Leadership: Presented By:-Kanchan Pandey
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
Authoritarian Leader
Paternalistic Leader
Participative Leader
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
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