Be Everything To Everyone - Then You Will Succeed: Part 1, Understanding Cultures & Leadership Styles From Around The World
During my professional career as a business & ISO consultant (both in the UK & Oversea's) I have had the pleasure of working with some great managers from different countries and cultures, understanding that a countries culture has have a direct affect on the management style and business ethics, can give you the tools to adapt to ensure that you can maximise your business relationships.
People in different cultures share similar concepts but can view them from different angles and perspectives, leading them to behave in a manner which we may consider different or even rude, when in fact they mean no disrespect and are purely acting in a way that reflect the business culture they come from, Cultural diversity is not something that is going to go away. In the behaviour of people of different cultures, there exist clear trends, sequences and traditions which are all deeply rooted, so in order to thrive we need to understand more that the companies we deal with but the people behind those companies, as only then will we get the best results
Great Britain
Diplomatic – tactful – traditional
British managers are diplomatic, tactful, laid back, casual, willing to compromise and seeking to be fair. When the occasion warrants it, British manager can be just as resilient and ruthless as their American cousin, but less explicitly and with captivating pose.
America - Democratic – goal orientated – individualism
American managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic and ready for change. They are capable of teamwork and corporate spirit, but they will always put their own career first.
Latin / Arab - Autocratic – favouritism – social
Leadership within the Latin/Arab culture tends to be autocratic. Authority is centred on the chief executive and favouritism is ubiquitous among business. Close family tends to figure prominently in key positions. Employees in general shows that they ae willing and trusting of their employers.
Russia - Bureaucratic – individualism – no democracy
Efforts made by managers to promote business through official channels only are likely to founder on the rocks of bureaucracy and Russian apathy. Using key people and personal alliances, the “system” is often bypassed and a result achieved.
Australia - Pragmatic – quick thinking – rapid decision making
Australian managers must sit in the ring with their ‘mates’ from this position, once it is accepted that they will not pull rank, they exert more influence than their Swedish counterparts, as semi-Americanised nature of Australian business requires quick thinking and rapid decision making.
Asia - Cultural – rooted practices – consensus rule
Asian countries tend to have deep cultural dynamics embedded in deeply rooted practices and customs. Business meetings tend to have a section of time allotted for socialising and chit-chat. Leadership is portrayed as a circle, where consensus rule is valued and leaders are seen as benevolent.
China - Consensus – state has final say – favouritism
Consensus is highly valued in China. In companies controlled by the state, a leadership group will decide policy. In the expansion of capitalist companies, leaders are being chosen for their competence. In family business, the senior male is the patriarch and tends to follow the nepotistic structure.
Estonia - Individualistic – Prefer to lead – capable
Estonians are very individualistic. Each person feels capable and prefers to leads to lead rather than be led. They have a deep sense of capability. They chose incredibly young leaders to guide them through the first delicate years after Soviet withdrawal. Status is gained in Estonia by achievement, decisiveness and energy.
Finland - Low profile – hands on – leads from the front
Finnish leaders tend to be low profile but are decisive when needed. They aren’t afraid to get hands on and work well I teams but they sit just outside the “circle”. Finnish leaders lead from the front and manage to keep the right balance between authoritarianism and consultative style.
France - Autocratic – Paternalistic – Interdependent
French leadership style tends to be autocratic and paternalistic. For the French reputation of the organisation, as well as the social and political goals come first over immediate attainable objectives. Due to the consolidated power in the chief executive, opinions of the middle management sometimes fall on deaf ears.
Germany - Formal – hierarchical – sincere
There is a clear chain of command in each department, information and instructions are passed down from the top. German management is not exclusively autocratic. While hierarchy of each department is clear, considerable value is placed on consensus. Strict rules, regulations and procedures are expected.
India - Humanistic – favouritism – traditional
Favouritism is a way of life in traditional Indian companies. Family members hold key positions and work in close union. Policy is also dictated by the trade group, for example fruit merchants and jewellers. These groups work in concert and come to each other’s aid.
Indonesia - Indifferent – Hierarchy – Family
Under former leaders Sukarno and Suharto, leadership was exercised principally by the military and was therefore autocratic. The indifference nature of many Indonesians to the business process has, however, resulted in a lot of business management being entrusted to a resident Chinese professional class.
Israeli - Achievement based – direct – argumentative
With no aristocracy, Israeli society attached importance to achievement and dynamism when looking for leadership. The Israel-Palestine conflict means leadership choices can’t be separated from political and security-bound realities. Religious leaders also exert considerable influence on Israeli Life.
Japan - Confucian hierarchy – cultural interdependent
Japanese executives have great power with Confucian Hierarchy, but they actually have little involvement in the everyday affairs of the company. They always have the final say. Ideas often originate in the factory floor, these ideas are then voted on and make their way up the company hierarchy.
Latvia - Individual – Conservatism – Independent
Latvians are individualistic. Everybody wants to be not so much a leader, but a manager in his or her own right. However, there is a tendency to respect firm, confident, knowledgeable leadership. Managers address staff in a cool, measured manner, reacting against the former rhetorical style of the Russians.
Lithuania - Independent – National Identity – generous
The older generation of Lithuanian managers has not completely freed themselves of bureaucratic habits from Soviet times. Young leadership is developing a more dynamic style with Nordic encouragement. Lithuanian women are beginning to play vigorous roles in business and politics.
Netherlands - Decisive – consensus – achievement
Leadership in the Netherlands is based on merit, competence and achievement. Managers are vigorous and decisive, but consensus is mandatory because there are many key players in the decision making process. Debates lead to action, taken at the top, but with constant reference to the ‘ranks’.
Norway - Democracy – Centeredness – stubborn
In democratic Norway, the boss is very much in the centre of things and the staff enjoys access to them most of the time. Middle manager’s opinions are heard and acted upon in egalitarian fashion. However the top executives rarely abandon responsibility and accountability.
Poland - Honour – personal integrity – meritocracy
In Polish History, Royals and nobles have figured largely as leaders and organisers. Honour and revenge are on-going concepts in the Polish mind, as are grace, personal integrity, fearlessness and chivalry towards women.
Spain - Autocratic – charismatic – favouritism
Spanish leaders are autocratic and charismatic. They work less from logic than from intuition and pride themselves on their personal influence on all their staff members. Tending to be charismatic, they are available to persuade and inspire at all levels. Favourtism is also common in many companies. Spanish managers often see their decisions as irreversible.
Sweden - Decentralised – Democratic – Traditional
The Swedish concept of leadership and management differs considerably from others being reasonably decentralised and enterprises are essentially democratic. Modern Swedish leadership reflects their embrace of the belief that all people are equal, which has traditional and cultural roots.
Turkey - Democratic – Secularism – western-oriented
For most turkey history, power has been concentrated in a few hands. Sultans and Caliphs were all powerful, in fact autocratic leadership was a key fact of life. Kemal Atatürk changed all that and founded a democratic republic. Atatük gave women the vote in 1934, and there has been one female prime minister.
If you master understanding the people/culture you deal with you can integrate leaders of different styles much easier using a mimic and modify method (if you are unsure what this is email me [email protected] for more info) I hope you have enjoyed this article and pleasure note: this article has been wrote based on my research and own personal expierence, I would like to stress each culture has its own strengths and I wrote this to improve cultural understanding and not to stereo type in any way
People in different cultures share similar concepts but can view them from different angles and perspectives, leading them to behave in a manner which we may consider different or even rude, when in fact they mean no disrespect and are purely acting in a way that reflect the business culture they come from, Cultural diversity is not something that is going to go away. In the behaviour of people of different cultures, there exist clear trends, sequences and traditions which are all deeply rooted, so in order to thrive we need to understand more that the companies we deal with but the people behind those companies, as only then will we get the best results
Great Britain
Diplomatic – tactful – traditional
British managers are diplomatic, tactful, laid back, casual, willing to compromise and seeking to be fair. When the occasion warrants it, British manager can be just as resilient and ruthless as their American cousin, but less explicitly and with captivating pose.
America - Democratic – goal orientated – individualism
American managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic and ready for change. They are capable of teamwork and corporate spirit, but they will always put their own career first.
Latin / Arab - Autocratic – favouritism – social
Leadership within the Latin/Arab culture tends to be autocratic. Authority is centred on the chief executive and favouritism is ubiquitous among business. Close family tends to figure prominently in key positions. Employees in general shows that they ae willing and trusting of their employers.
Russia - Bureaucratic – individualism – no democracy
Efforts made by managers to promote business through official channels only are likely to founder on the rocks of bureaucracy and Russian apathy. Using key people and personal alliances, the “system” is often bypassed and a result achieved.
Australia - Pragmatic – quick thinking – rapid decision making
Australian managers must sit in the ring with their ‘mates’ from this position, once it is accepted that they will not pull rank, they exert more influence than their Swedish counterparts, as semi-Americanised nature of Australian business requires quick thinking and rapid decision making.
Asia - Cultural – rooted practices – consensus rule
Asian countries tend to have deep cultural dynamics embedded in deeply rooted practices and customs. Business meetings tend to have a section of time allotted for socialising and chit-chat. Leadership is portrayed as a circle, where consensus rule is valued and leaders are seen as benevolent.
China - Consensus – state has final say – favouritism
Consensus is highly valued in China. In companies controlled by the state, a leadership group will decide policy. In the expansion of capitalist companies, leaders are being chosen for their competence. In family business, the senior male is the patriarch and tends to follow the nepotistic structure.
Estonia - Individualistic – Prefer to lead – capable
Estonians are very individualistic. Each person feels capable and prefers to leads to lead rather than be led. They have a deep sense of capability. They chose incredibly young leaders to guide them through the first delicate years after Soviet withdrawal. Status is gained in Estonia by achievement, decisiveness and energy.
Finland - Low profile – hands on – leads from the front
Finnish leaders tend to be low profile but are decisive when needed. They aren’t afraid to get hands on and work well I teams but they sit just outside the “circle”. Finnish leaders lead from the front and manage to keep the right balance between authoritarianism and consultative style.
France - Autocratic – Paternalistic – Interdependent
French leadership style tends to be autocratic and paternalistic. For the French reputation of the organisation, as well as the social and political goals come first over immediate attainable objectives. Due to the consolidated power in the chief executive, opinions of the middle management sometimes fall on deaf ears.
Germany - Formal – hierarchical – sincere
There is a clear chain of command in each department, information and instructions are passed down from the top. German management is not exclusively autocratic. While hierarchy of each department is clear, considerable value is placed on consensus. Strict rules, regulations and procedures are expected.
India - Humanistic – favouritism – traditional
Favouritism is a way of life in traditional Indian companies. Family members hold key positions and work in close union. Policy is also dictated by the trade group, for example fruit merchants and jewellers. These groups work in concert and come to each other’s aid.
Indonesia - Indifferent – Hierarchy – Family
Under former leaders Sukarno and Suharto, leadership was exercised principally by the military and was therefore autocratic. The indifference nature of many Indonesians to the business process has, however, resulted in a lot of business management being entrusted to a resident Chinese professional class.
Israeli - Achievement based – direct – argumentative
With no aristocracy, Israeli society attached importance to achievement and dynamism when looking for leadership. The Israel-Palestine conflict means leadership choices can’t be separated from political and security-bound realities. Religious leaders also exert considerable influence on Israeli Life.
Japan - Confucian hierarchy – cultural interdependent
Japanese executives have great power with Confucian Hierarchy, but they actually have little involvement in the everyday affairs of the company. They always have the final say. Ideas often originate in the factory floor, these ideas are then voted on and make their way up the company hierarchy.
Latvia - Individual – Conservatism – Independent
Latvians are individualistic. Everybody wants to be not so much a leader, but a manager in his or her own right. However, there is a tendency to respect firm, confident, knowledgeable leadership. Managers address staff in a cool, measured manner, reacting against the former rhetorical style of the Russians.
Lithuania - Independent – National Identity – generous
The older generation of Lithuanian managers has not completely freed themselves of bureaucratic habits from Soviet times. Young leadership is developing a more dynamic style with Nordic encouragement. Lithuanian women are beginning to play vigorous roles in business and politics.
Netherlands - Decisive – consensus – achievement
Leadership in the Netherlands is based on merit, competence and achievement. Managers are vigorous and decisive, but consensus is mandatory because there are many key players in the decision making process. Debates lead to action, taken at the top, but with constant reference to the ‘ranks’.
Norway - Democracy – Centeredness – stubborn
In democratic Norway, the boss is very much in the centre of things and the staff enjoys access to them most of the time. Middle manager’s opinions are heard and acted upon in egalitarian fashion. However the top executives rarely abandon responsibility and accountability.
Poland - Honour – personal integrity – meritocracy
In Polish History, Royals and nobles have figured largely as leaders and organisers. Honour and revenge are on-going concepts in the Polish mind, as are grace, personal integrity, fearlessness and chivalry towards women.
Spain - Autocratic – charismatic – favouritism
Spanish leaders are autocratic and charismatic. They work less from logic than from intuition and pride themselves on their personal influence on all their staff members. Tending to be charismatic, they are available to persuade and inspire at all levels. Favourtism is also common in many companies. Spanish managers often see their decisions as irreversible.
Sweden - Decentralised – Democratic – Traditional
The Swedish concept of leadership and management differs considerably from others being reasonably decentralised and enterprises are essentially democratic. Modern Swedish leadership reflects their embrace of the belief that all people are equal, which has traditional and cultural roots.
Turkey - Democratic – Secularism – western-oriented
For most turkey history, power has been concentrated in a few hands. Sultans and Caliphs were all powerful, in fact autocratic leadership was a key fact of life. Kemal Atatürk changed all that and founded a democratic republic. Atatük gave women the vote in 1934, and there has been one female prime minister.
If you master understanding the people/culture you deal with you can integrate leaders of different styles much easier using a mimic and modify method (if you are unsure what this is email me [email protected] for more info) I hope you have enjoyed this article and pleasure note: this article has been wrote based on my research and own personal expierence, I would like to stress each culture has its own strengths and I wrote this to improve cultural understanding and not to stereo type in any way
