INTER CULTURAL DIFFERENCES
IN LEADERSHIP STYLES
"a process of social influence in which
one person can enlist the aid
and support of others in the
accomplishment of a common task"
"organizing a group of people to
achieve a common goal".
a leader simply as somebody whom
people follow, or as somebody who guides
or directs others
Be the CHANGE, you want to see in
I Suppose leadership at one time
meant muscles; but today it means
getting along with people.
It is better to lead from behind and to
put others in front, especially when
you celebrate victory when nice things
you take the front line when there is
danger, then people will appreciate of
Cultural Components that effects
Employees’ ability to innovate without excessive
rules and regulations.
How responsible employees feel towards the
The level of standards expected in the organization.
The accuracy of performance feedback and its link
How clear employees are about the mission, vision
and core value.
Employees’ commitment to a common purpose.
Leaders make all the decisions for
their departments and tend to show
little concern for individuals.
The manager makes all the decisions
and directs subordinates to complete
Manager demands obedience and is
not open to questioning, The
assumption is that employees are not
The leader tells others what to do, how
to do it and when it should be done,
Suggestions from staff are not
This leadership style is most effective
when deadlines are tight and there are
a great many people involved in the
Typically, this results in high rates of
low morale, absenteeism and
This is a leader who sets extremely high
standards for performance.
This leaders set up rules and want them
Pacesetters tend to have trouble trusting
their followers. Their self esteem rests on
being smarter, faster and more thorough
than everyone else.
It only works with a highly motivated and competent team who
are able to "read the leader’s mind." Others will feel
overwhelmed and give up, because they cannot see
themselves reach unrealistic standards.
This is a leader who is focused on developing
people for the future.
He is able to recognize talent and how best to
develop it. He offers developmental
plans, including challenging assignments that
push people to cultivate new skills.
Coaching leaders are great delegators, and
are willing to put up with short-term
failures, provided they lead to long-term
This style works best when you want to help
employees improve their performance or
develop their long-term strengths.
This is a leader who achieves
This style builds trust, respect and
commitment, and works best when you
want to receive input or get employees
to "buy-in" or achieve consensus.
It doesn’t work under severe time
constrains or if employees are
confused or uninformed.
This style works particularly well when the
leader is genuinely not sure what to do and
has talented employees who can and will
make excellent input
This is a leader who is
interested in creating
harmony and building
emotional bonds with
This style works best when leader
want to motivate
employees, especially when they face
stressful situations, when leader
want build team harmony, improve
communication, increase morale or
repair broken trustis a master at establishing
positive relationships. Because the
followers really like their leader, they
are loyal, share information, and have high
trust, all of which helps climate. The
Affiliative leader gives frequent positive
feedback, helping to keep everyone on
This is a leader who mobilizes
people with enthusiasm and a
This is a visionary leader, who gives
people lots of leeway to innovate
and take calculated
risks, provided that they move in
the direction of the stated vision
This style works best when change
requires a new vision or when
employees are looking for a new
This style fails when employees are
more knowledgeable or
experienced than the leader, or if
the authoritative style becomes