CHP 13 - Leadership Across Cultures

__________ ___________ are leaders who inspire and motivate employees through their charismatic traits and abilities.

Charismatic Leaders

Match the subunits of positive organizational scholarship (POS) (in the left column) with their descriptions (in the right column). Instructions Drag and drop application. Enablers Motivations Effects or outcomes -They are categorized as altruistic, unselfish, or having the ability to contribute without self-regard, and they focus inward. -They could be processes or methods, capabilities, and environmental structure, which are all external factors. -They underscore high-quality relationships, meaningfulness, exhilaration, and vitality.

Enablers-They could be processes or methods, capabilities, and environmental structure, which are all external factors. Motivations-They are categorized as altruistic, unselfish, or having the ability to contribute without self-regard, and they focus inward. Effects or outcomes-They underscore high-quality relationships, meaningfulness, exhilaration, and vitality.

Select all that apply Which of the following statements are true about the leadership style followed in Japan? (Check all that apply.) Multiple select question. People become familiar with all areas of operations by rotating from one area to another. Control mechanisms are very explicit, and people know exactly what to control and how to do it. Evaluation is very slow, and major promotions may not come for the first 10 years. Management is concerned basically with an individual's work life only. Decision making is carried out by groups, and responsibility is shared collectively. Layoffs are rare, and people are often employed for life.

Evaluation is very slow, and major promotions may not come for the first 10 years. Layoffs are rare, and people are often employed for life. Decision making is carried out by groups, and responsibility is shared collectively. People become familiar with all areas of operations by rotating from one area to another.

A research called the "New Generation" of Chinese organizational leaders found that the new generation group scored the same on individualism as the current and older generation groups. True False

False

According to the research done by Haire and associates, the degree of participative-autocratic attitudes is uninfluenced by company size. True False

False

Individual charismatic abilities and traits of a transformational leader are considered unimportant. True False

False

Match the areas that were given importance by the respondents of the research called the "New Generation" of Chinese organizational leaders (in the left column) with their descriptions (in the right column). Instructions Drag and drop application. Individualism Collectivism Confucianism -It was measured by the importance the respondent assigned to personal and interpersonal harmony, virtuous interpersonal behavior, and societal harmony. -It was measured by the willingness of a person to subordinate personal objectives to those of the work group with a focus on group harmony and sharing. -It was measured by the importance attached to personal accomplishments and self-sufficiency.

Individualism-It was measured by the importance attached to personal accomplishments and self-sufficiency. Collectivism-It was measured by the willingness of a person to subordinate personal objectives to those of the work group with a focus on group harmony and sharing. Confucianism-It was measured by the importance the respondent assigned to personal and interpersonal harmony, virtuous interpersonal behavior, and societal harmony.

The process of influencing people to direct their efforts toward the achievement of some particular goal or goals is known as __________________________.

Leadership

Identify the true statements about the Japanese leadership style. (Check all that apply.) Multiple select question. People tend to stay in one area for their entire careers, and their career paths are very specialized. Evaluation and promotion are very fast, and those not quickly promoted often seek employment elsewhere. Management's concern extends to the whole life, social and business, of a worker. People depend heavily on goodwill and trust, and control mechanisms are very implicit and informal.

Management's concern extends to the whole life, social and business, of a worker. People depend heavily on goodwill and trust, and control mechanisms are very implicit and informal.

Identify a true statement about authoritarian leadership. One-way communication from manager to subordinate is used. Involvement and interaction with subordinates are emphasized. Both work- or task-centered and people-centered approaches to leading subordinates are employed. Work-centered behavior coupled with a protective employee-centered concern is used.

One-way communication from manager to subordinate is used.

Select all that apply Identify the culturally endorsed implicit leadership (CLT) dimensions of leadership behaviors that have been identified by Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers. (Check all that apply.) Multiple select question. Participative leadership Totalitarian leadership Team-oriented leadership Autonomous leadership Laissez-faire leadership Charismatic/value-based leadership

Participative leadership Charismatic/value-based leadership Team-oriented leadership Autonomous leadership

Select all that apply Identify the significant benefits of setting ambiguous goals by Japanese managers or leaders. (Check all that apply.) Multiple select question. The managers or leaders are able to provide guidance and maintain order. The managers or leaders make sure personnel are prepared to deal with every situation and all its ramifications. The managers or leaders require personnel to prepare themselves for specific eventualities. The managers or leaders are able to maintain a strong control over their followers. The managers or leaders require their followers to expend less time on preparing their assignments.

The managers or leaders are able to provide guidance and maintain order. The managers or leaders make sure personnel are prepared to deal with every situation and all its ramifications. The managers or leaders are able to maintain a strong control over their followers.

Which of the following statements is true of authentic leaders? They are defined by an all-inclusive package of credits, styles, behaviors, and personality traits. They take the focus away from internal aspects, such as morals, values, and motivators. They are individuals who meet the status quo without reaching for higher realms. They are driven by external rewards, adhere to external expectations, and act based on others' orders.

They are defined by an all-inclusive package of credits, styles, behaviors, and personality traits.

Select all that apply Which of the following are true of entrepreneurs? (Check all that apply.) Multiple select question. They do not break rules and are highly likely to follow them. They do not require support, structure, or an organization to guide their thinking. They tend to be less creative and innovative than nonentrepreneurs. They are more willing to take business and personal risks than nonentrepreneurs. They seek opportunities and are comfortable with failure.

They seek opportunities and are comfortable with failure. They are more willing to take business and personal risks than nonentrepreneurs. They do not require support, structure, or an organization to guide their thinking.

Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things are called ______________ _______________________.

Transformational Leaders

Entrepreneurial leaders operating internationally must have the global mindset, cultural sensitivity, and international vision to effectively lead their venture. True False

True

In the study of international management, leadership is very important. True False

True

In the context of leadership styles, the use of work-centered behavior designed to ensure task accomplishment is called ___________ _____________.

authoritarian leadership

Ken is the manager of an IT firm. His subordinates respect him and are inspired by his charming personality and friendly nature. In this example, Ken exemplifies a(n) _____ leader. transactional dictatorial charismatic authoritarian

charismatic

Theory X managers believe that _____. individuals will work hard and seek increased responsibility under the right conditions individuals are essentially lazy individuals will exercise self-direction and self-control if they are committed to their goals individuals have untapped creative potential

individuals are essentially lazy

In international management, a method that focuses on positive outcomes, processes, and attributes of organizations and their members is known as ______________ __________________ ___________________(POS).

positive organizational scholarship

Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things are called _______________ ______________.

transformational leaders

Match the culturally endorsed implicit leadership (CLT) dimensions of leadership behaviors determined by Global Leadership and Organizational Behavior Effectiveness (GLOBE) researchers (in the left column) with the corresponding descriptions (in the right column). Instructions Drag and drop application. Charismatic/Value-Based leadership Team-Oriented leadership Participative leadership Humane-Oriented leadership Autonomous leadership Self-Protective leadership -It focuses on effective team building and implementation of a common objective among team members. -It includes considerate and supportive leadership. -It captures leaders' abilities to encourage, inspire, and motivate high performance outcomes from others based on a foundation of core values. -It reflects the extent to which leaders include others in decisions and their implementation. -It emphasizes ensuring the security and safety of an individual and group through face-saving and status-enhancement. -It refers to individualistic and independent leadership behaviors.

Charismatic/Value-Based leadership-It captures leaders' abilities to encourage, inspire, and motivate high performance outcomes from others based on a foundation of core values. Team-Oriented leadership-It focuses on effective team building and implementation of a common objective among team members. Participative leadership-It reflects the extent to which leaders include others in decisions and their implementation. Humane-Oriented leadership-It includes considerate and supportive leadership. Autonomous leadership-It refers to individualistic and independent leadership behaviors. Self-Protective leadership-It emphasizes ensuring the security and safety of an individual and group through face-saving and status-enhancement.

Select all that apply Which of the following qualities are needed to be a servant-leader? (Check all that apply.) Multiple select question. Persuasion, conceptualization, and awareness Growth and building community Demonstration and sympathy Empathy, healing, and listening Stewardship and foresight Hierarchical approach and subjugation

Empathy, healing, and listening Persuasion, conceptualization, and awareness Growth and building community Stewardship and foresight

Select all that apply Which of the following statements are true about leadership approaches used by managers or leaders in Japan? (Check all that apply.) Multiple select question. Japanese leaders believe in the overall ability of their subordinates. Japanese managers strongly emphasize ambiguous goals. Japanese managers advocate a high security or safety need. Japanese managers tend to ignore ambiguous goals or objectives. Japanese leaders have more expertise in a work division's daily business than their subordinates do. Japanese leaders encourage their subordinates to actively participate in decision making.

Japanese managers advocate a high security or safety need. Japanese leaders believe in the overall ability of their subordinates. Japanese leaders encourage their subordinates to actively participate in decision making. Japanese managers strongly emphasize ambiguous goals.

Select all that apply Identify the philosophical assumptions of Theory X leaders or managers. (Check all that apply.) Multiple select question. Job security is the primary need of employees. People dislike work by their very nature and will avoid it whenever possible. Workers like to be directed, try to avoid responsibility, and have little ambition. People are motivated by a strong sense of commitment to be part of a greater whole. Employees will exercise self-direction and self-control if they are committed to a company's goals.

Job security is the primary need of employees. People dislike work by their very nature and will avoid it whenever possible. Workers like to be directed, try to avoid responsibility, and have little ambition.

Match the types of management (in the left column) with their descriptions related to decision making (in the right column). Instructions Drag and drop application. Middle Eastern management Western management -Decisions are typically made at the highest level of management, and it involves ad hoc planning. -There are sophisticated planning techniques, elaborate management information systems, and modern tools of decision making.

Middle Eastern management-Decisions are typically made at the highest level of management, and it involves ad hoc planning. Western management-There are sophisticated planning techniques, elaborate management information systems, and modern tools of decision making.

Match the types of management (in the left column) with their personnel policies (in the right column). Instructions Drag and drop application. Middle Eastern management Western management -It highly depends on personal contacts and getting people from the "right social origin" to fill important positions. -It highly depends on personal contacts and getting people from the "right social origin" to fill important positions.

Middle Eastern management-It highly depends on personal contacts and getting people from the "right social origin" to fill important positions. Western management-It highly depends on personal contacts and getting people from the "right social origin" to fill important positions.

Select all that apply Identify the distinct characteristics of authentic leaders as suggested by Shamir and Eilam. (Check all that apply.) Multiple select question. They adhere to external expectations and guide based on others' orders. They are driven by external rewards, not internal forces or factors. They are true to themselves and do not fake their actions. They guide based on personal beliefs and are unique. They are driven from internal forces. They act based on individual values and passion.

They are true to themselves and do not fake their actions. They guide based on personal beliefs and are unique. They are driven from internal forces. They act based on individual values and passion.

Select all that apply Which of the following statements are true of servant-leaders? (Check all that apply.) Multiple select question. They focus on the use of work-centered behavior designed to ensure task accomplishment. They give priority attention to their colleagues' needs and the needs of those they serve. They are supportive of the use of charismatic abilities to motivate employees. They are viewed as humble stewards of the resources of their organization.

They give priority attention to their colleagues' needs and the needs of those they serve. They are viewed as humble stewards of the resources of their organization.

Which of the following is true of Theory X managers? They hold that coercion and threats of punishment must be used to get people to work. They believe that commitment to goals is determined by the rewards that are associated with their achievement. They assume that the expenditure of physical and mental effort at work is as natural to people as resting or playing. They believe that people seek increased responsibility and challenge under the right conditions.

They hold that coercion and threats of punishment must be used to get people to work.

Select all that apply Identify the key personal characteristics that entrepreneurs possess. (Check all that apply.) Multiple select question. They seem to be more innovative and creative than nonentrepreneurs. They need structure or support to guide their thinking. They have the ability to see things differently. They tend to violate the established rules. They tend to avoid taking personal and business risks.

They seem to be more innovative and creative than nonentrepreneurs. They have the ability to see things differently. They tend to violate the established rules.

Select all that apply In the context of the research done by Haire and associates, identify the true statements about the attitudes of European managers toward leadership. (Check all that apply.) Multiple select question. Younger managers were more likely to have democratic values when it came to leadership and initiative capacity and sharing information and goals than older managers. The degree of participative-autocratic attitudes remained uninfluenced by company size and age. Respondents from large firms were more supportive of sharing of objectives and information, use of internal control, and participation than those from small firms. There was more support among managers in large firms regarding the belief that individuals have a capacity for leadership and initiative than among managers in small firms.

Younger managers were more likely to have democratic values when it came to leadership and initiative capacity and sharing information and goals than older managers. Respondents from large firms were more supportive of sharing of objectives and information, use of internal control, and participation than those from small firms.

Theory X leaders or managers assume that _____. the intellectual potential of the average human being is only partially tapped under conditions of modern industrial life the average human being learns not only to accept but to seek responsibility under proper conditions coercion, control, and threats of punishment are necessary to get people to attain organizational objectives commitment to objectives is determined by the rewards that are associated with their achievement

coercion, control, and threats of punishment are necessary to get people to attain organizational objectives