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Master Thesis Defense
198
Differences in leadership in Austria und Taiwan (R.O.C):
A cross-cultural analysis focusing on leadership and discrimination
Master Thesis Defense
Sarah Anna Bradler BA
MEM 2015 28/09/2017
AGENDA
1
Introduction
Literature review
Methodology
Results
Data Interpetation and Discussion
Limitations
and suggestions for further research
Introduction
2
Research Motivation
was raised..
- during stay abroad in Taiwan and travelling throughout South East Asia
- by the challenging political situation worlwide...
- and intense discussion with locals in Austria and Taiwan
Problem Statement
Cross-cultural team work in the global environment
Cross-cultural team work in the global environment
Leadership
Leadership
- have to deal with complex tasks
- have to adapt to a challenging set of competencies to be effective in motivating and leading multinational teams
- who are able to manage these diverse stressors at a workplace, increase the physical and mental health of the employees on a daily basis and therefore will increase their work performance (Nilsson, Andersson, Ejlertsson, & Troein, 2012, p. 2).
Discrimination
Discrimination
- omnipresent part of organizational life
- basically neither positive nor negative but very complex
- defined as to be a behavior of an individual, organization or a group in which some people are treated differently from others. (Cooper & Cooper, 2016)
- appears either in a physical or psychological way
- based on race, ethnicity, culture, religion,….
- can lead to severe disorders like post-traumatic stress disorder (PTSD)
Research Questions
Research Question 1
What are the main differences in Leadership of Teams in Austria compared to Taiwan?
Research Question 2
Do employees and leaders perceive discrimination as a present challenge in companies in Austria and Taiwan?
Research Question 3
Which steps have to be taken in order to reduce or eliminate discrimination at a workplace in Austria and Taiwan?
3
Literature review
Culture
- Hofstede`s Cultural Concept
- Trompenaars Cultural Theory
- Hall
- Globe Study
- Criticism on Theories
Hofstede`s Indices
Leadership in Taiwan (R.O.C) and Austria
- Lewins Leadership Styles
- Globe Study Leadership Styles
- Leadership and Cross- Cultural Teamwork
Leadership in Austria
Leadership in Austria
Democratic/Participative Leadership Style (Morgan,2013,p.1)
Leadership in Taiwan (R.O.C)
Discrimination at the workplace
Definition
Discrimination is the unfavorable treatment of an individual or a group of individuals based on personal characteristics such as gender, race, color or ethnic or national origin, age, or because of any requirements or conditions that confront the principles of fairness at the workplace. In addition, direct and indirect discrimination as well as harassment and victimization are also included. (edited by the author)
Definition
created upon the following definitions:
United Nations` International Labor Organization (ILO) (‘Convention C111’, 2016); UNESCO (‘Discrimination’, 2017); The Human Rights Commission (Santana, 2017); (Sue et al., 2007); (Marchiondo, Ran, & Cortina, 2015); (Cheung et al., 2016, p. 122); Austrian Equal Treatment Act (GIBG)
Austria
- wealthy modern welfare state
- about 8 million inhabitants
- German
- recognized minorities: Slovenes, Croats, Slovaks, Hungarians, Czechs as well as Roma
- late 1960s: attracted young workers from Turkey and earlier Yugoslavia
- early 1990s: Balkan crises with 150000 Bosnian refugees
- since 1990`s: political rise of FPÖ - openly communicated the idea of a “natural” dominance by so called “true-born” Austrians and “open hostility towards immigrants of Islamic faith” (Publications Office of the European Union, 2016, p. 4)
Austria
Discrimination in Austria
- Public Anti-Semitism remains a taboo
- Age discrimination
- Homosexuality
- Disability
- Gender related discrimination
- Education and training
- Income gap
- Parental leave
Taiwan
- increasing awareness
- two separated but correlated legal regimes deal with employment discrimination (foreign workers, gender equality)
- Women in workforce
- Gender pay gap
- Sexual harassment
- Pregnancy discrimination - “fetal protection policies”
- Race-based employment discrimination
- Aborigines
- Language / Rural dialects
- Disability
- Discrimination based on religious belief is seldom
Taiwan
Methodology
4
Research Design
Secondary Research
- -
Secondary Research
Anonymous Online Survey
Anonymous Online Survey
- Questions: 41 (open questions, Likert-Scale)
- Language: English, German, Taiwanese
- based on 42 companies doing business in Austria and Taiwan (list provided by chamber of commerce)
- Further companies included after intense research
- 30 respondents
Quantitative Analysis
Comparisons and Correlations
Qualitative Analysis
open questions; together with In-depth interviews
In-Depth Interviews
- 9 In-depth Interviews
- anonymous
- audiotaped and transcribe
- Duration: 45-59 minutes
- 2 from Taiwan / 7 from Austria
- Language: German/English
- Semi-structured approach
- question guide (33 Questions including sub questions)
- inclusion of Likert scale for several questions
Quantitative Analysis
Quantitative Analysis
- Questions including Likert scale are used for comparisons and correlations
Qualitative Analysis
Qualitative Analysis
- First Level: Audiotaping
- Second Level: Transcription
- Third Level: Coding of answers to preformulated categories (based on interview guideline)
- Fourth level: Analyzing content
Hypotheses and Assumption
1st research question
What are the main differences in Leadership of teams in Austria compared to Taiwan (R.O.C)?
Hypotheses
Hypotheses
2nd Research Question
Is discrimination considered as a present challenge in companies in Austria and Taiwan (R.O.C)?
Hypotheses (1)
Hypotheses (2)
3rd Research Question
Which steps should be taken to reduce or eliminate discrimination at a workplace in Austria and Taiwan (R.O.C)?
3rd Research Question
Assumption (1)
Assumption (2)
Results
5
Statistical Analysis
Research Question 1
What are the main differences in Leadership of teams in Austria compared to Taiwan (R.O.C)?
Research Question 1
Result
There was a significant difference in the motivational impact of the supervisors on his or her employees in Austria and Taiwan (R.O.C) when considered jointly on the variables empathic concern and perspective taking, Wilk`s Λ = .020, F (1/47) = 7.72, p = .008, partial η2 =.141. Two separated T-Tests were conducted for each DV, with each T-Test at an alpha level of .025 (Bonferroni-corrected).
Supervisors in Austria (M=4,3) motivate their employees to reveal their full potential more than supervisors in Taiwan (M=3,4).