Richard D Lewis, a British linguist, shows these differences with charts in his book When Cultures Clash. From American structured individualism to Japanese decision-making, this chart is intuitive and accurate, even if it is not applicable to the whole country.
The following are 24 charts of leadership patterns in his book, and a brief summary:
British managers are sleek, casual, willing to compromise and seek fairness, but they will also become ruthless when necessary. Unfortunately, their persistence in tradition may lead to their intolerance of different opinions.
American managers are arbitrary and enterprising, focusing on goals and actions. Self-confident, energetic, optimistic and willing to accept change. They adapt to the spirit of teamwork, but they pay attention to individual freedom. The first purpose is to develop your own career.
When companies face many problems, French managers are often dictatorial. The opinions of experienced middle managers or technicians are usually ignored.
Sweden's management style is decentralization and democracy. Their theoretical basis is that employees will be more motivated and perform better if they know. The disadvantage is that decision-making is usually lagging behind.
German managers are committed to creating a perfect system. Each department has a clear chain structure, with information and instructions from top to bottom. In addition, the evaluation worthy of consideration will also be placed on * * * knowledge.
East Asian countries tend to be Confucian hierarchy-groups are sacred and inviolable, and leaders are regarded as charity.
In Latin and Arab countries, power is concentrated in the hands of the president, family ties are very important, and nepotism is everywhere.
Under the protection of authoritarian government, Indonesian business leaders are usually entrusted to professionals living in China.
In the Netherlands, leadership is based on strengths, abilities and achievements. The manager is energetic and decisive. However, it is mandatory to reach an understanding because there are many key people in the decision-making process.
In Japan, the Confucian hierarchy gives supreme power to the top leaders. But they rarely involve the daily affairs of the company.
The expansion of Russian managers in official channels is mostly based on bureaucracy and Russian indifference. Using key people and alliances, it is usually easy to get good returns through the "system".
Like Swedes, Australian managers must sit around with their colleagues. In this case, once admitted, it does not involve grades. But they are usually more influential than Swedes, because the semi-Americanized nature of Australian business requires quick thinking and decision-making.
Finnish leaders will exercise control outside the middle managers, who have the right to make decisions on the same day. Finland's top managers are known for being decisive and not delaying.
Spanish leaders are as dictatorial and charming as the French. But unlike the French, they do things by intuition rather than logic, and they will be proud of their influence among employees.
Nepotism is also common in Indian enterprises. Family members control key positions and do things in unison. Policies will also be controlled by trading groups, such as fruit merchants and jewelers. These groups do things in the same way, are usually closely related, and will ask each other for help when they are in trouble.
In democratic Norway, the boss is at the center and employees can get in touch with him most of the time. Under the trend of equalitarianism, the opinions of middle-level leaders will be accepted. But top presidents rarely lack a sense of responsibility.
The older generation of Lithuanian managers have not been completely liberated from the bureaucratic system of the Soviet era. However, with the encouragement of Norway, young leaders are developing a more dynamic approach.
Despite the great pressure, Poland still retains many traditional romantic values. However, intellectuals are gradually replacing the dominant position of nobles.
In China, * * * knowledge is recognized. In state-owned enterprises, the leading bodies will formulate policies. With the expansion of capitalist enterprises, leaders with real talent and learning are constantly emerging. At the same time, local officials are becoming more and more influential in the commercial field, and may have only loose ties with Beijing.
Due to the lack of aristocratic class, Israel pays more attention to achievement and vitality when seeking leaders.
South Africa is more traditional, and the black community is mostly based on tribe and descent. This form of leadership still exists, but economic changes are weakening the influence of tribes, especially after South Africa has become a part of the global economy and trade.
Turkish managers are still deeply influenced by Kemal Ataturk. This democratic Republic is supported by the army and maintains a delicate balance with Islamic religious figures.
Estonians advocate individualism. Achievement, determination and energy lay the foundation.
Like Estonians, Latvians are individualists. Everyone doesn't want to be a leader, but they all want to be a strong manager. In any case, there is still a tendency to respect strong, confident and knowledgeable leaders.
(compile: k 7419; ; Through businessinsider)