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Exhibit 14.11: GLOBE Study and Charismatic Leadership

Exhibit 14.11: GLOBE Study and Charismatic Leadership

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Attributions and Leadership

•• Emphasis

Emphasis on

on what

what leaders

leaders believe

believe causes

causes

subordinates’

subordinates’behaviors

behaviors

•• Two

Two key

key distinctions

distinctions inin attributions

attributions

•• External

External attribution:

attribution: factors

factors outside

outside the

the person

person and

and

beyond

beyond the

the person’s

person’s control

control (e.g.,

(e.g., natural

natural disasters,

disasters,

illness,

illness, faulty

faulty equipment,

equipment, etc.)

etc.)

•• Internal

Internal attribution:

attribution: characteristics

characteristics ofof the

the person

person

(e.g.,

(e.g., personality,

personality, motivation,

motivation, low

low ability,

ability, etc.)

etc.)

Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Attributions and Leadership

Once

Once leader

leader makes

makes attribution,

attribution, leader

leader responds

responds toto

subordinate

subordinate based

based on

on that

that assumption

assumption

•• Fundamental

Fundamental attribution

attribution error:

error: assumption

assumption by

by

managers

managers that

that people

people behave

behave inin certain

certain ways

ways because

because

ofof internal

internal motivations,

motivations, rather

rather than

than outside

outside factors

factors

•• Successful

Successful leaders

leaders make

make the

the correct

correct attributions.

attributions.



Copyright© 2005 South-Western/Thomson Learning All rights reserved



Global Women Leaders:

The Future?

•• Women

Women global

global leadership:

leadership: spread

spread ofof traits

traits or

or qualities

qualities

that

that are

are associated

associated with

with women

women toto the

the process

process ofof

leading

leading organizations

organizations worldwide

worldwide

orientation

orientation toward

toward more

more participative,

participative, interactional,

interactional,

and

and relational

relational styles

styles ofof leading

leading



Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Global Women Leaders

•• Women

Women leaders

leaders have

have skills

skills toto develop

develop deep

deep

relationship

relationship toto understand

understand markets

markets

•• More

More likely

likely toto provide

provide unity

unity toto accommodate

accommodate needs

needs ofof

various

various stakeholders

stakeholders

•• Better

Better ability

ability toto understand

understand diversity

diversity atat global

global levels

levels



Copyright© 2005 South-Western/Thomson Learning All rights reserved



Getting the Results: Should

You Do What Works at Home?

•• Cannot

Cannot assume

assume that

that successful

successful home

home leadership

leadership styles

styles

or

or traits

traits will

will result

result inin equally

equally successful

successful leadership

leadership inin aa

foreign

foreign country

country

•• ItIt isis nevertheless

nevertheless difficult

difficult toto adapt.

adapt.



Copyright© 2005 South-Western/Thomson Learning All rights reserved



Exhibit 14.12: Leadership Behavior and

Job Performance of U.S. Managers in

the U.S. and in Hong Kong



Copyright© 2005 South-Western/Thomson Learning All rights reserved



The Cultural Context and

Suggested Leadership Styles

••

••



High

High power

power distance

distance –– behave

behave more

more autocratically

autocratically

High

High uncertainty

uncertainty cultures

cultures –– remove

remove ambiguity

ambiguity from

from

work

work setting

setting



Copyright© 2005 South-Western/Thomson Learning All rights reserved



Exhibit 14.13: National Culture and

Recommended Leadership Styles



Copyright© 2005 South-Western/Thomson Learning All rights reserved



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Exhibit 14.11: GLOBE Study and Charismatic Leadership

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