A PRESENTATION ON LEADERSHIP ACROSS CULTURES

@ Saikat Dastidar

Foundation for Leadership

Theory X Manager A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

Foundation for Leadership

Theory Y Manager A manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.

Foundation for Leadership

Theory Z Manager A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing

Foundation for Leadership

Leadership Behaviors and Styles
Authoritarian Leadership -The use of work-centered behavior
designed to ensure task accomplishment. Paternalistic Leadership-The use of work-centered behavior coupled with a protective employee centered concern. Participative Leadership- The use of both work- or taskcentered and people centered approaches to leading subordinates

LeaderSubordinate Interactions
Authoritarian Leader

Subordinate

Subordinate

Subordinate

One-way downward flow of information and influence from authoritarian leader to subordinates.

LeaderSubordinate Interactions
Paternalistic Leader

Subordinate

Subordinate

Subordinate

Continual interaction and exchange of information and influence between leader and subordinates.

LeaderSubordinate Interactions
Participative Leader

Subordinate

Subordinate

Subordinate

Continual interaction and exchange of information and influence between leader and subordinates.

LEADERSHIP ACROSS CULTURES

It has been researched and found out that there are both similarities and differences most international research on leadership has focused on Europe, East Asia, the Middle East, and developing countries such as India, Peru, Chile, and Argentina.

Attitudes of European Managers Toward Leadership Practices

Higher-level managers tend to express more democratic values
than lower-level managers in some countries in other countries, the opposite was true. Company size tends to influence the degree of participativeautocratic attitudes

Attitudes of European Managers Toward Leadership Practices

Most European managers tend to reflect more participative and democratic attitudes but not in every country Organizational level, company size, and age seem to greatly

influence attitudes toward leadership

Many of the young people in this study now are middle-aged European managers in general are highly likely to be more participative than their older counterparts of the 1960s and 1970s.

JAPANESE LEADERSHIP APPROACHES

Japan is well known for its paternalistic approach to leadership. Japanese culture promotes a high safety or security need, which is present among home countrybased employees as well as

MNC expatriates.
Japanese managers have much greater belief in the capacity of

subordinates for leadership and initiative than do managers in

most other countries.

JAPANESE LEADERSHIP APPROACHES

In other words it was found out that Japanese leaders have considerable confidence in the overall ability of the subordinates and use the style that allows their

people to actively participate in decisions.

Differences Between Japanese and U.S. Leadership Styles

Except for internal control, large U.S. firms tend to be more democratic than small ones the profile is quite different in Japan. Younger U.S. managers appear to express more democratic attitudes than their older counterparts on all four leadership dimensions (i.e. capacity for leadership & initiative, sharing information & knowledge, participation and internal control)

Differences Between Japanese and U.S. Leadership Styles

Japanese executives are taught and tend to use variety amplification the creation of uncertainty and the analysis of many alternatives regarding future action.

U.S. executives are taught and tend to use variety

reduction the limiting of uncertainty and the focusing of action on a limited number of alternatives.

Leadership in the Middle East

The leadership is highly authoritative in nature. Highly bureaucratic, over centralized with authority at the top. The decision making rests at the highest levels of the management.

In middle east heavy reliance is given on personal contacts and getting individuals from right social origins to fill up major positions.

There is a tendency toward participative leadership styles among

young Arab middle managers, as well as among highly educated managers of all ages.

Leadership Approaches in Developing Countries

Managerial attitudes in India are similar to Anglo-Americans toward capacity for leadership and initiative, participation, and internal control, but different in sharing information and objectives Leadership styles in Peru may be much closer to those in the United States than previously assumed Developing countries are moving toward a more participative leadership style

Recent Findings and Insights About Leadership

Transformational leaders are a source of charisma and enjoy

the admiration of their followers.

They enhance pride, loyalty, and confidence in their people,

and align these followers by providing a common purpose or vision.

These leaders are extremely effective in articulating their

vision, mission, and beliefs in clear-cut ways.

Recent Findings and Insights About Leadership

Transformational leaders are able to get their followers to question old paradigms and to accept new views of the world regarding how things now need to be done.

These leaders are able to diagnose and elevate the needs of

each of their followers through individualized consideration, thus furthering the development of these people

Recent Findings and Insights About Leadership

One of the keys to successful global leadership is knowing

what style and behavior works best in a given culture and

adapting appropriately

In affective cultures, such as the United States, leaders tend

to exhibit their emotions In neutral cultures, such as Japan and China, leaders do not tend to show their emotions.

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