Editor’s note: This article was first published in January 2014; its remark that When Cultures Collide is “already in its third edition” reflects the book’s status at that time.
Even though we live in a globalised world, different cultures can have radically different leadership styles that we would do well to understand, according to the Briton Richard D. Lewis, author of the book When Cultures Collide, which is already in its third edition.
Although stereotypes should be avoided, Lewis seems to have captured perfectly in a chart the 24 types of business leadership depending on the country where the company is based. It is a culture that is sometimes carried over to the company’s branches in other countries.
That is why it is important to know that culture, or at least to bear it in mind. Lewis’s chart, taken from his book, sets out 24 leadership styles. Below is a brief comment on the different cultures, country by country.
British leaders are diplomatic, helpful, willing to compromise and try to be fair, although they can also be ruthless when necessary. Unfortunately, their attachment to tradition can lead them to fail to understand other people’s different values.
American leaders are assertive, aggressive, objective and action-oriented. Confident, strong and optimistic. Fully ready for change. They can work in a team, although their main interest is advancing their own career.
French managers tend to be autocratic and paternalistic.
Swedish managers are decentralised and democratic. The reasoning is that better-informed employees are more motivated and perform better.
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.
East Asian countries tend to have a Confucian hierarchy, where the group is sacred and leaders are seen as benevolent.
In Latin and Arab countries, authority is concentrated in the chief executive. Family relationships are very important, with nepotism everywhere.
Business leadership in Indonesia is based on autocratic rule.
In the Netherlands, leadership is based on merit, competence and achievement. Managers are decisive and vigorous, but consensus is mandatory, since there are many key players in the decision-making process.
Top Japanese executives have great power in keeping with the Confucian hierarchy, but in reality they have little involvement in the company’s day-to-day affairs.
Australian managers, like the Swedes, must sit in the ring with their colleagues, although the semi-Americanised nature of Australian companies demands quick thinking and quick decision-making.
Spanish leaders, like the French, are autocratic and charismatic. Unlike the French, they pride themselves on their personal influence over every member of their staff.
Nepotism is also common currency in Indian companies. Family members are found in key positions.
In Norway, the boss is at the centre of everything, and staff enjoy access to him or her most of the time. The opinions of middle managers are listened to and applied on an equal footing, but senior executives rarely give up responsibility and accountability.
Poles still hold on to traditional romantic values, although meritocracy is increasingly taking over from aristocracy.
Based on the charts in the book When Cultures Collide by Richard Lewis, and thanks to the summary by Gus Lubin, written up and summarised in Business Insider.
Further reading
- Jack Welch: 10 wise lessons in leadership from the executive considered the best of the 20th century
- 10 things inspiring leaders do differently
Featured image: Diego Ribero and William Griggs. Transferred from en.wikipedia to Commons by Jalo using CommonsHelper, Public domain, via Wikimedia Commons.
