UNITED STATES
MOTIVATING & LEADING



 
 
 
 
 
 

Motivating Factors
 Managers in the United States are expected to motivate employees. While U.S. employees are the most individualistic and highly competitive, not all are internally motivated.  For this reason managers are responsible for motivating employees to successfully accomplish whatever goal is at hand.  While salary  is actually considered an extrinsic maintenance factor and not an intrinsic motivational factor, the U.S. is a highly materialistic society which is in some way motivated by money.  However, as highly individualistic people, U.S. employees are more motivated by the opportunity of individual advancement rather than meeting group goals.  With a low uncertainty avoidance, U.S. business people are motivated by more risky opportunities including the possibility of quickly moving up the corporate ladder.  Finally, the importance and centrality of work in an American workers life is about average.
Leadership Style 
 American leadership styles fall in between autocratic leadership and participative leadership.  Managers in the U.S. often look to employees to help them make the correct decision.  "Culturally, they are the followers of the people they lead."  More and more, American managers are empowering employees to make decisions and take responsibility for those decisions. 
Incentive / Reward System(s) 
 Commissions, bonuses, and other incentive systems are highly utilized in the United States.  While the U.S. is a highly individualistic society, many of its reward systems in Corporate America are based on organizational or unit performance.  It is primarily the sales related jobs that base incentives on individual performance.

 

Sources
Deresky, Helen. International Management: Managing Across Borders.Third Edition.Prentice Hall.2000. p190 and 408.
Lane, Henry W., Joseph J. Distefano, and Martha L. Maznevski. International Management Behavior. Third Edition.Blackwell Publishers Inc.1997. p89-90.
Lussier, Robert N. and Christopher F. Achua. Leadership. Southwestern College. 2001. p82.
Scarborough, Jack. The Origins of Cultural Differences and Their Impact on Management.Quorum Books 2001. p216.