Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD Incentive/Financial gain 1.00 3.00 Making a difference/Sense of helping out 2.60 Personal challenges/Personal accomplishment 1.25 2.60 State of community 2.25 Perceived results 2.00 Recognition 2.00 Ego 1.25 0.40 What three to five words describe what motivates people (other than leaders) to work hard? Table 4 shows the average scores from the three focus groups. It includes those terms in which at least two members in any focus groups ranked those words in the top three, or were included by at least two different focus groups. The terms identified by all three focus groups were incentive (4.33, 2.00, 4.20) and passion (2.67, 1.5, 3.0 respectively). Table 4: What Motivates People Group Summary Average Score Focus Group 1 Average Score Focus Group 2 Incentive/Money 4.33 2.00 4.20 Fear/Need for security 3.5 Passion 2.67 1.5 3.00 Recognition/Being acknowledged 1.67 2.80 Acceptance/belonging to a group 2.67 1.60 Accomplishments and Results 2.25 Acceptance/belonging to a group 1.75 Having a good leader/Strong leader 1.33 0.80 Average Score Focus Group 3 What 3 to 5 people, men or women, do you consider to be, or to have been, effective leaders (they can be local, national or international)? The leaders that two or more participants considered to be effective are: Nelson Mandela, Jesus Christ, Mahatma Gandhi, Kwame Nkrumah, Wangari Maathai Pierre Trudeau, Martin Luther King, and Barack Obama. What three to five words/phrases describe why each is effective? The reasons why these leaders were effective were ranked by the third focus group only. Five reasons were ranked as the top five most important by two or more participants. The most significant result for this question is “motivated others” which has an average score of 3.50, followed by ‘”stood up for what they believe in” with a mean of 2.75. Discussion and Conclusion Scholars have noted that management knowledge is severely biased towards 'western' perspectives (Baruch, 2001; Thomas, 1996). Eighty percent of the world's population is in the developing world, and the countries of Africa and the Caribbean are classified as developing countries. There is a critical need for greater understanding of management in these countries. 490
Challenges in the Era of Globalization Edited by Emmanuel Obuah The present research project focuses on motivation and leadership and how these are affected by culture, specifically in Africa and the African Diaspora. The research project is designed to avoid many of the western biases that have been attributed to previous projects. To this end, an emic research approach is used to develop measurements of leadership and motivation that will be appropriate in African and people of African descent in Canada. In this paper, we present the results of the focus groups in Canada. The participants defined the concepts of leadership and motivation in their own terms, and there was agreement between all three focus groups. There was also agreement between the results of the focus groups and earlier results using the delphi technique. The responses from the focus groups as to what motivates leaders and what motivates people were in some ways different than that in western societies. The response that “passion” motivates both leaders and people from all three focus groups is not a term that is usually used in the literature when describing what motivates people. It was an unexpected response, and thus different from what would have been anticipated from a general Canadian sample The highest single response from any of the focus groups was that the “heart of the people/empathy” is what motivates leaders. This is another example of an unanticipated response. Western literature generally does not include empathy as to what motivates leaders. Thus, that which is perceived to motivate leaders, by African and African descendents may be different than from the general population Incentives/financial gain were seen to be less important in motivating leaders as opposed to motivating people in general. Many in the west would argue that incentives/financial gain are as important in motivating leaders as they are to the people they manage. If this is the case, then it is another finding that would indicate that there are differences in using incentives in Africa than when be applied in the west. These results support the contention (Obiakor, 2005) that further research needs to look at specific cultural elements and preferences before developing motivational tools for African people. This study supports the research by James (2008) and McFarlin, et al. (1999) that effective African leadership, as well as training and development for leaders, needs to include local culture and values. The existing literature shows that leadership and motivation have been studied extensively in the west, but that relatively little is known about Africa and the African Diaspora. Because of this, we believe that this study adds substantially to knowledge in the field. The implications of the results have social, economic, and cultural implications. The research results will contribute to “good management” by improving understanding of how cultural factors interplay with effective motivation and leadership. Improving management across countries is important to the social environment, and in turn, increases productivity and contributes to economic wellbeing. This study is believed to be particularly relevant and significant in today’s increasingly global business world, where economies are interrelated. The partners believe that our focus on the African Diaspora emphasizes particular groups that have been ignored in past research, and that this adds to the important contribution of the project. References Baruch. L. (2001). Intangibles: Management, Measurement, and Reporting. Washington, D.C.: Brookings Institution Press, pp. 150. Bolden, R., & Kirk, P. (2009). African Leadership – Surfacing new understandings through leadership development. International Journal of Cross Cultural Management, 9(1): 69-86. Jackson, T. (2004). Management and change in Africa: A cross cultural perspective. London: Routledge. 491
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract On the Mitigation of Rever
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Figure 1: Lagos off shore survey po
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Empirical results Challenges in the
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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district hospitals: Evidence from N
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Conclusion Dissatisfied 6 3.4 3.6 7
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Football Spectatorship Challenges i
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