Different cultures have diverse concepts of leadership. The Lewis Culture Model classifies cultures into three main types: linear-active, multi-active, and reactive. Linear-active cultures like Germany value structure and efficiency, while multi-active cultures like Italy prioritize relationships. Reactive cultures such as Japan emphasize harmony. Leadership styles also vary across European countries, from the autocratic style in France to the consensus-based approach in the Netherlands. Cultural dimensions must be considered to understand behaviors and avoid giving offense across borders.

1. (European Countries)
CROSS-CULTURE AND LEADERSHIP STYLES
Presenter: Mohsen Sharifirad
Supervisor: Dr. Mirdamadi

2. 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

3. 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.).

4. 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

5. .
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

6. ✦ 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

7. 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).

8. 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.
 Examples
Germany, Switzerland

9. 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.
 Examples
Italy, Latin America

10. 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.
 Examples
Finland, Japan

11. The Lewis Model

12. The Lewis Model (Europe Countries)

13. 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 principles
Polite but direct Emotional Polite and indirect
Partly conceals feelings Displays feelings Conceals feelings
Confronts with logic Confronts emotionally Never confronts
Dislikes 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 interrupt
Job-oriented People-oriented Very people-oriented
Sticks to the facts Juggles the facts Statements are promises
Truth before diplomacy Flexible truth Diplomacy over truth
Sometimes impatient Impatient Patient
Limited body language Unlimited body language Subtle body language
Respects officialdom Pulls strings Networks
Separates 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

14. Leadership
Styles
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

15. 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.
Leadership
Styles

16. Leadership
Styles
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.

17. Leadership
Styles
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.

18. Leadership
Styles
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.

19. Leadership
Styles
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.

20. Leadership
Styles
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.

21. Leadership
Styles
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

22. Leadership
Styles
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.

23. Leadership
Styles
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.

24. Leadership
Styles
Despite external pressures, the Polish retain many traditional
romantic values.
However, meritocracy increasingly dominates advancement in
place of aristocracy.

25. Leadership
Styles
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.

26. (European Countries)
Presenter: Mohsen Sharifirad
Supervisor: Dr. Mirdamadi
Cross-Culture and Leadership Styles
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