Global Leadership

Course Description
• This course focuses on an integrative
approach to organizational concepts,
management principles, and the effects of
leadership styles and human resource
policies and practices on organizational
performance in global and competitive
work environment
•  
 Course Objectives
• 1. Explain the challenges of leadership in the
global arena
• 2. Diagnose business-related world geography
• 3. Describe the role of leadership in the global
village and the borderless business world
• 4. Differentiate between the new realities for
leadership and management
• 5. Describe the importance of developing a global
leadership mindset
• 6. Recognize and apply contemporary leadership
styles and approaches to global issues
• 7. Describe the impact of culture on business and
leadership
• 8. Assess the structure of the global marketplace
• 9. Evaluate the cultural, political, and economic
risks of global business
• 10. Analyze emerging markets and regional
alliances
 Text Book
• Antonakis, J; Cianciolo, AT, Sternberg,
R.J. (2004). The nature of Leadership.
Sage Publications.
 Grading
• Weekly Reading/Writing Assignments- 20%
• Quiz/ Class Participation - 15%
• Midterm Exam- 10%
• Research Report- 15%
•   Final Exam - 15%
• Moodle posts -- 10%
• Group Work - 15%
• Total - 100 %
 Definition of Leadership
• Leader is a person who can persuade people
to do what they don't want to do, or do what
they're too lazy to do, and like it." — Harry S.
Truman, President of the United States,
• Leadership occurs when one person induces
others to work toward some predetermined
objectives." — Massie
• "Leadership is the ability of a superior to
influence the behavior of a subordinate or
group and persuade them to follow a
particular course of action." — Chester
Bernard
• Leadership is the art to of influencing
and directing people in such a way that
will win their obedience, confidence,
respect and loyal cooperation in
achieving common objectives." — U. S.
Air Force
• "Leadership is ultimately about creating
a way for people to contribute to making
something extraordinary happen- Alan
Keith
• http://en.wikipedia.org/wiki/Leadership
• In its essence, leadership in an organizational roles
involves (1) establishing a clear vision, (2) sharing
(communicating) that vision with others so that
they will follow willingly, (3) providing the
information, knowledge and methods to realize
that vision, and (4) coordinating and balancing the
conflicting interests of all members or stakeholders
. A leader comes to the forefront in case of crisis
and is able to think and act in creative ways in
difficult situations. Unlike management ,
leadership flows from the core of a personality
and cannot be taught, although it may be learnt and
may be enhanced through coaching or mentoring
• Leadership is about capacity: the capacity of
leaders to listen and observe, to use their
expertise as a starting point to encourage
dialogue between all levels of decision-
making, to establish processes and
transparency in decision-making, to articulate
their own values and visions clearly but not
impose them. Leadership is about setting and
not just reacting to agendas, identifying
problems, and initiating change that makes
for substantial improvement rather than
managing change.” Ann M MacSwain
 Theory of Leadership
• Trait Theory
• The search for the characteristics or
traits of leaders has been ongoing for
centuries. History’s greatest
philosophical writings from Plato’s
Republic to Plutarch’s Lives have
explored the question of “What qualities
distinguish an individual as a leader?”
• Underlying this search was the early
recognition of the importance of
leadership and the assumption that
leadership is rooted in the characteristics
that certain individuals possess. This idea
that leadership is based on individual
attributes is known as the
“trait theory of leadership.”
• Intelligence
• Adjustment
• Extraversion
• Conscientiousness
• Openness to experience
• General self efficacy.
• Self Confidence
• High Esteem
• In Heroes and Hero Worship (1841), Carlyle
identified the talents, skills, and physical
characteristics of men who rose to power. In
Galton’s (1869) Hereditary Genius, he
examined leadership qualities in the families of
powerful men. After showing that the numbers
of eminent relatives dropped off when moving
from first degree to second degree relatives,
Galton concluded that leadership was inherited.
In other words, leaders were born, not
developed. Both of these notable works lent
great initial support for the notion that
leadership is rooted in characteristics of the
leader.
 Behavioral and style theories
• In response to the early criticisms of the trait
approach, theorists began to research leadership as
a set of behaviors, evaluating the behavior of
'successful' leaders, determining a behavior
taxonomy and identifying broad leadership styles.
David McCelland, for example, Leadership takes a
strong personality with a well developed positive
ego. Not so much as a pattern of motives, but a set
of traits is crucial
• Kurt lewin, Ronald Lipitt, and Ralph White
developed in 1939 the seminal work on the
influence of leadership styles and performance.
• University of Michigan & Ohio State
studies identified two dimension of
leadership generally referred as
consideration ( employee oriented
leadership ) and initiating structure
( production oriented leadership)
Managerial Grid developed by Black &
Mouton (1964)
http://en.wikipedia.org/wiki/Leadership#Trait
_Theory
 Situational and contingency theories
• Situational theory also appeared as a reaction to the
trait theory of leadership. Social Scientist argued that
history was more than the result of intervention of
great men as Carlyle suggested. Herbert Spencer
(1884) said that the times produce the person and not
the other way around. This theory assumes that
different situations call for different characteristics;
according to this group of theories, no single optimal
psychographic profile of a leader exists. According to
the theory, "what an individual actually does when
acting as a leader is in large part dependent upon
characteristics of the situation in which he functions."
• The Fielder contingency model bases the leader’s
effectiveness on what Fred Fielder called
situational contingency. This results from the
interaction of leadership style and situational
favorableness (later called "situational control").
The theory defined two types of leader: those who
tend to accomplish the task by developing good-
relationships with the group (relationship-
oriented), and those who have as their prime
concern carrying out the task itself (task-oriented
• According to Fiedler, there is no ideal leader. Both
task-oriented and relationship-oriented leaders can
be effective if their leadership orientation fits the
situation. When there is a good leader-member
relation, a highly structured task, and high leader
position power, the situation is considered a
"favorable situation". Fiedler found that task-
oriented leaders are more effective in extremely
favorable or unfavorable situations, whereas
relationship-oriented leaders perform best in
situations with intermediate favourability.
 Functional theory
• Functional leadership theory (Hackman & Walton,
1986; McGrath, 1962) is a particularly useful
theory for addressing specific leader behaviors
expected to contribute to organizational or unit
effectiveness. This theory argues that the leader’s
main job is to see that whatever is necessary to
group needs is taken care of; thus, a leader can be
said to have done their job well when they have
contributed to group effectiveness and cohesion
• Klein, Zeigert, Knight, and Xiao (2006)
observed five broad functions a leader
performs when promoting organisation's
effectiveness. These functions include: (1)
environmental monitoring, (2) organizing
subordinate activities, (3) teaching and
coaching subordinates, (4) motivating
others, and (5) intervening actively in the
group’s work.
 Transactional and
transformational theories
• The transactional leader (Burns, 1978) is given
power to perform certain tasks and reward or
punish for the team’s performance. It gives the
opportunity to the manager to lead the group and
the group agrees to follow his lead to accomplish a
predetermined goal in exchange for something
else. Power is given to the leader to evaluate,
correct and train subordinates when productivity is
not up to the desired level and reward
effectiveness when expected outcome is reached
• The transformational leader (Burns,
1978)motivates its team to be effective and
efficient. Communication is the base for
goal achievement focusing the group on the
final desired outcome or goal attainment.
This leader is highly visible and uses chain
of command to get the job done.
Transformational leaders focus on the big
picture, needing to be surrounded by people
who take care of the details. The leader is
always looking for ideas that move the
organization to reach the company’s vision
Kurt Lewin's Leadership styles

• Dictator
• Autocratic
• Participative
• Laissez-Faire
• Autocratic or Authoritarian Leaders
• Under the autocratic leadership style, all decision-
making powers are centralized in the leader, as
with dictator leaders.
• They do not entertain any suggestions or
initiatives from subordinates. The autocratic
management has been successful as it provides
strong motivation to the manager. It permits quick
decision-making, as only one person decides for
the whole group and keeps each decision to
themself until they feel it is needed by the rest of
the group. An autocratic leader does not trust
anybody.
• Participative or Democratic Leaders
• The democratic leadership style favors decision-
making by the group as shown, such as leader
gives instruction after consulting the group.
• They can win the cooperation of their group and
can motivate them effectively and positively. The
decisions of the democratic leader are not
unilateral as with the autocrat because they arise
from consultation with the group members and
participation by them.
• Laissez-Faire or Free Rein Leaders
• The phrase is French and literally means
"let do", but, in a leadership context, can be
roughly translated as "free rein".
• A free rein leader does not lead, but leaves
the group entirely to itself; such a leader
allows maximum freedom to subordinates,
i.e., they are given a free hand in deciding
their own policies and methods.
• Different situations call for different leadership
styles. In an emergency when there is little time to
converge on an agreement and where a designated
authority has significantly more experience or
expertise than the rest of the team, an autocratic
leadership style may be most effective; however,
in a highly motivated and aligned team with a
homogeneous level of expertise, a more
democratic or laissez-faire style may be more
effective. The style adopted should be that which
most effectively achieves the objectives of the
group while balancing the interests of its
individual members.
 Leadership in organizations

• An organization that is established as an

Instrument or means for achieving defined
objectives has been referred to as a formal
organization. Its design specifies how goals are
subdivided and reflected in subdivisions of the
organization. Divisions, departments, sections,
positions, , and tasks make up this work structure.
Thus, the formal organization is expected to
behave impersonally in regard to relationships
with clients or with its members
• . According to Weber's definition, entry and
subsequent advancement is by merit or seniority.
Each employee receives a salary and enjoys a
degree of tenure that safeguards her/him from the
arbitrary influence of superiors or of powerful
clients. The higher his position in the hierarchy, the
greater his presumed expertise in adjudicating
problems that may arise in the course of the work
carried out at lower levels of the organization. It is
this bureaucratic structure that forms the basis for
the appointment of heads or chiefs of administrative
subdivisions in the organization and endows them
with the authority attached to their position.
• In contrast to the appointed head or chief of an
administrative unit, a leader emerges within the
context of the informal organization that
underlies the formal structure. The informal
organization expresses the personal objectives and
goals of the individual membership. Their
objectives and goals may or may not coincide with
those of the formal organization. The informal
organization represents an extension of the social
structures that generally characterize human life
— the spontaneous emergence of groups and
organizations as ends in themselves.
Leadership versus management
• Over the years the philosophical terminology of
"management" and "leadership" have, in the
organisational context, been used both as synonyms
and with clearly differentiated meanings. Debate is
fairly common about whether the use of these terms
should be restricted, and generally reflects an
awareness of the distinction made by Burns (1978)
between "transactional" leadership (characterised
by eg emphasis on procedures, contingent reward,
management by exception) and "transformational"
leadership (characterised by eg charisma, personal
relationships, creativity).
• That those two adjectives are in fact used
equally well with the noun “management "
as with the noun "leadership" indicates that
there is such a messy overlap between the
two in academic practice that attempts to
pontificate about their differences are
largely a waste of time
 Leader Characteristics
• Emotional Maturity: Well adjusted , no
psychological disorder
• Integrity : Behavior consistent with value, honest
ethical and trustworthy
• Cognitive Ability: intelligence and social
intelligence, ability to gather, integrate, and
interpret information, intelligence and
understanding of social settings.
• Task relevant knowledge : knowledge about the
organization,industry,and technical aspects.