(European Countries)CROSS-CULTURE AND LEADERSHIP STYLES

Presenter: Mohsen SharifiradSupervisor: Dr. Mirdamadi

DIFFERENT CULTURES HAVE DIVERSE CONCEPTS OF LEADERSHIP

CULTURAL CATEGORIES AT CROSS-CENTURY

Germany and the Netherlands experience national friction, but they understand and

cooperate with each other because they are both linear-active

Friction between Korea and Japan occasionally borders on

hatred, but their common reactive nature leads to

blossoming bilateral trade

Marked differences in values and behavior are observable in the north and south of such countries as Italy, France and Germany,

while other states are formed of groups with clearly different historical backgrounds (the United Kingdom with her Celtic and Saxon components, Fiji with her Polynesians and

Indians, Russia with numerous subcultures such as Tatar, Finnic, Chechen, etc.).

People can be classified according to their religion (Muslim, Christian, Hindu) or ethnic/racial origin

(Caucasian, Asian, African, Polynesian, Indian, Eskimo, Arab),

but such nomenclatures contain many inconsistencies—Christian Norwegians and

Lebanese, Caucasian Scots and Georgians, Muslim Moroccans and Indonesians, and so on

.

His five dimensions included:

1. power distance(Low vs . high power distance)2. collectivism versus individualism,3. femininity versus masculinity and,4. uncertainty avoidance.5. Later he added long- term versus short-

term orientation.

Edward T. Hall classified groups as mono- chronic or polychronic, high or low context and past- or future-oriented.

Other classification attempts, such as professional, corporate or regional, have too many subcategories to be useful. Generational

culture is important but ever changing. Political classification (Left, Right, Cen- trist) has many (changeable) hues, too.

Writers such as Geert Hofstede have sought dimensions to cover all cultures

✦ predict a culture’s behavior,

✦ clarify why people did what they did,

✦ avoid giving offense,

✦ search for some kind of unity,

✦ standardize policies, and

✦ perceive neatness and Ordnung

The need for a convincing categorization is obvious. It enables us to

The Lewis Culture Model

The model classifies cultures into three main types:

- Linear-active- Multi-active - Reactive

Richard Lewis is a linguist who speaks ten languages and who has journeyed far.

In his travels he has found he can segment national cultures into three approximate categories (although he also warns of stereotyping).

The Lewis Model: Linear-active

These are logical thinkers who carefully plan and manage their actions.

They do things one at a time, according to schedule, and so are very accurate and efficient in their work.

They like working with others who focus on the task and who appreciate structure and reason.

They can annoy the other types by their focus on the task and lack of consideration for relationships.

ExamplesGermany, Switzerland

The Lewis Model: Multi-active

These are more energetic people who prioritize their work based on feeling as much as thought.

They switch from task to task based on a combination of apparent urgency and whatever seems more interesting.

They are more social than linear-actives and consider managing relationships as an essential part of the job.

When they disagree they can be loud and emotional, but will quickly forget this as agreement is reached.

ExamplesItaly, Latin America

The Lewis Model: Multi-active

Reactives are also interested in relationships, but are cooler than multi-actives, valuing courtesy and consideration.

They listen carefully and think hard about what the other person is saying rather than just diving in with their views.

They tend to think widely, seeking principles by which they can work rather than fixed plans or vague intentions.

They seek harmony and will step back and start again if things are not working well.

While not confrontational, they are also persistent and will work with others until they are happy with plans and actions.

ExamplesFinland, Japan

The Lewis Model

The Lewis Model (Europe Countries)

LINEAR-ACTIVE MULTI-ACTIVE REACTIVE Talks half the time Talks most of the time Listens most of the time

Gets data from stats, research Solicits information first-hand from people

Uses both data and people sources

Plans ahead step by step Plans grand outline only Looks at general principlesPolite but direct Emotional Polite and indirectPartly conceals feelings Displays feelings Conceals feelings Confronts with logic Confronts emotionally Never confrontsDislikes losing face Has good excuses Must not lose face

Compartmentalizes projects Lets one project influence another Sees the whole picture

Rarely interrupts Often interrupts Doesn't interruptJob-oriented People-oriented Very people-orientedSticks to the facts Juggles the facts Statements are promisesTruth before diplomacy Flexible truth Diplomacy over truthSometimes impatient Impatient PatientLimited body language Unlimited body language Subtle body languageRespects officialdom Pulls strings NetworksSeparates the social & professional

Interweaves the social & professional Connects the social & professional

Does one thing at a time Multi tasks Reacts to partner's action Punctuality very important Punctuality not important Punctuality important

The Lewis Model: Basic Characteristics

UKLeadershipStyles

British managers are diplomatic, casual, helpful, willing to compromise, and seeking to be fair,

though they can be ruthless when necessary.Unfortunately, their adherence to tradition can result in a failure to comprehend differing values in others.

The feudal and imperial origins of

status and leadership in England are still evident in some aspects of British

management

France

French managers tend to be autocratic and paternalistic, with an impressive grasp of the many issues facing their company.

Opinions of experienced middle managers and technical staff may be dismissed.

LeadershipStyles

SwedenLeadershipStyles

Swedish management is decentralized and democratic.

The rationale is that better informed employees are more motivated and perform better.

The drawback is that decisions can be delayed.

GermanyLeadershipStyles

French management style is more autocratic than the

German

German managers strive to create a perfect system. There is a clear chain of command in each department and information and instructions are passed down from the top.

Nonetheless, considerable value is placed on consensus.

NetherlandLeadershipStyles

Leadership in the Netherlands is based on merit, competence, and achievement.

Managers are vigorous and decisive, but consensus is mandatory, as there are many key players in

the decision-making process.

RussiaLeadershipStyles

Efforts made by Russian managers to promote business through official channels may founder on the rocks of bureaucracy and Russian apathy. Using key people and personal alliances, the “system” is often bypassed and a good result achieved.

FinlandLeadershipStyles

Finnish leaders exercise control from a position just outside and above the ring of middle managers,

who are allowed to make day-today decisions.

Finnish top executives have the reputation of being decisive at crunch time and do not hesitate to stand shoulder to shoulder with staff and help out in crises.

SpainLeadershipStyles

Spanish leaders, like French, are autocratic and charismatic. Unlike the French,

they work less from logic than from intuition, and pride themselves on their personal influence on all their staff members.

NorwayLeadershipStyles

In democratic Norway, the boss is very much in the center of things, and staff enjoy access to him or her most of the time.

Middle managers’ opinions are heard and acted upon in egalitarian fashion, but top executives rarely abandon responsibility and accountability.

LithuaniaLeadershipStyles

The older generation of Lithuanian managers has not completely freed themselves of bureaucratic habits from Soviet times,

but young leadership is developing a more dynamic style, with Nordic encouragement.

PolandLeadershipStyles

Despite external pressures, the Polish retain many traditional romantic values.

However, meritocracy increasingly dominates advancement in place of aristocracy.

TurkeyLeadershipStyles

Turkish managers are still influenced by the tenets of Kemal Ataturk.

A democratic republic is partially supported by the army, in a delicate balance with Islamic Fundamentalists.

(European Countries)

Presenter: Mohsen Sharifirad

Supervisor: Dr. Mirdamadi

Cross-Culture and Leadership Styles

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