Leadership styles in different cultures

1. LEADERSHIP STYLES ACROSS
DIFFERENT CULTURES
HR6061ES
Organising and
Managing Across
Cultures 1

2. MEMBERS OF THE GROUP
NAME STUDENT ID
W V C Jayamini E161256
W W K Fernando E158471
N S Thillainayagam E015909
H H P Madhushani E157580
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3. CONTENT
What is Leadership?
Conceptions of Leaderships
Differences between Boss Vs Leader
Importance of effective leadership
What is Leadership Style?
Autocratic Leadership Style
Paternalistic Leadership style
What is the difference between paternalistic and authoritarian leadership?
What connection can you find between cultural values and an apparent preference for paternalistic leadership
within specific national cultural contexts? Japan / Latin America / India / China
Conclusion
Reference
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4. WHAT IS LEADERSHIP?
Leadership is “Getting people to work freely toward the accomplishment of shared objectives”
You can never say thank you enough as a leader, but even more important is the idea of serving the
people you lead.
“Being a leader can be a very humbling experience.” (Mind Tools Content Team, 2009).
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5. CONCEPTIONS OF LEADERSHIP
Exercising power.
Gaining and exercising the privileges of high status.
Being the boss.
Task orientation.
Taking care of people.
Empowerment.
Providing moral leadership.
Providing and working toward a vision (Mind Tools Content Team, 2009) .
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6. 6
(Mind Tools Content Team, 2009)

7. IMPORTANCE OF EFFECTIVE LEADERSHIP
Leaders of workgroups must understand that, even when presented with same information, individuals
may react to issues and reach different conclusions because of their distinctive cultural viewpoints, past
experiences, and educational backgrounds.
Managers that are aware of the various decision-making and problem-solving styles do their duties as
people leaders with more practicality and empathy. This is a must for every company to thrive.
There are several advantages to effective cross-cultural leadership and management in today's
interdependent, globalized society. The first benefit is less friction among the group.
The chances of misunderstanding, distrust, and unintentional disrespect are reduced when people are
aware of and able to navigate the many social standards (NKShrivastava, 2016).
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8. WHAT IS LEADERSHIP STYLE?
Leaders' styles include how they interact with others both inside and outside of the organization, how
they see themselves and their position, and, to a large extent, whether or not they are successful as
leaders.
Good leaders have a style that they use deliberately the majority of the time, but they are not restrictive.
They adapt as needed to deal with whatever arises.
Be consistent with what people expect in the organization.
Your style must be consistent with your organization's goals, mission, and philosophy (Cherry, 2022).
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9. COMMON
LEADERSHIP
STYLES
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10. AUTOCRATIC LEADERS
Autocratic leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation of staff
“carrot and stick” approach
Focused solely on productivity
May be valuable in some types of business where decisions need to be made quickly and decisively
(Cherry, 2022).
Elon Musk (Tesla & SpaceX) - Elon Musk perfectly illustrates the innovative side of autocratic rule.
While Musk's business ventures have been driven by his distinct vision, Musk takes little input and
frequently makes impulsive decisions that have not been reviewed and approved by team members.
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11. PATERNALISTIC LEADERS
Very people oriented; encouraging
Organizes around people
Can be paternalistic
Leader acts as a ‘father figure’
Paternalistic leader makes decision but may consult
Believes in the need to support staff
“Country club” atmosphere: non-competitive (Harappa, 2021).
Jack Ma (Former CEO and cofounder of Alibaba Group) - Jack Ma has a non-micromanaged attitude. He is a
strong believer in letting employees make their own daily decisions and in giving them the freedom to do so.
This allows them to express their creativity and to rely on their own resources and experiences to advance
their aims. 11

12. WHAT ARE THE DIFFERENCES BETWEEN PATERNALISTIC AND AUTHORITARIAN
LEADERSHIP?
Autocratic leaders put themselves first and use their followers as stepping stones to greater power (Aycan, 2006).
Authoritarianism is a style of leadership characterized by strong central power and strict demands for subordinate
compliance.
Outside of critical situations, using autocratic leadership has serious drawbacks. Autocracy can harm group morale
and cause frustration when people are not involved in decision-making by concentrating power and authority. They
believe their contributions are unappreciated.
Paternalistic leaders place a premium on their workers' education and social skills and help them advance
professionally and personally. They also show kindness to employees and their families by providing for their
material needs and keeping them safe.
When this kind of management is executed well, workers may work harder to finish duties within a set time limit,
with the end objective of pleasing the parental leader and bringing honor to the family (Aycan, 2006).
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13. WHAT ARE THE DIFFERENCES BETWEEN PATERNALISTIC AND AUTHORITARIAN
LEADERSHIP?
Leaders that are paternalistic treat their employees like children and meddle in their affairs.
Furthermore, morality relates to the assumption that leaders would act in a morally superior manner,
inspiring admiration and a sense of belonging among their followers.
Kindness and decency are in clear conflict with dictatorship in the actual world.
Leaders can't expect unwavering loyalty from their followers while also showing care for their well-
being and having high moral standards themselves (Jackson, 2015).
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14. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN APPARENT
PREFERENCE FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC NATIONAL CULTURAL
CONTEXTS? JAPANESE LEADERSHIP STYLE
Japan is well known for its paternalistic approach for leadership (Evason, 2016)
Japanese culture promotes a high level of safety and security, which is shared by employees based in their
home country.
Japanese managers believe in their team members' ability to lead and take initiative far more than managers in
most other countries (Yous, 2017).
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15. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN APPARENT
PREFERENCE FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC NATIONAL CULTURAL
CONTEXTS? JAPANESE LEADERSHIP STYLE
Common Japanese Culture Characteristics
Modest
Power
Distance
• Relations based on hierarchical position, social status, education & seniority
• Listen to supervisors and obey their instructions
Institutional
collectivism
• Emphasis on group work and team assignments
• Performance is evaluated as a group not as an individual
• Harmonious working relationship and team cohesion is important
High
Masculinity
• Distinct gender role
• Male dominated society
• Work hard and high level of loyalty
Modest
uncertainty
avoidance
• Prefer to use the set of rules, protocols and regulations to avoid making mistakes
Long term
orientation
• Long term business plan
• Long term incentive, rewards and benefits
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16. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN APPARENT PREFERENCE
FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC NATIONAL CULTURAL CONTEXTS? – JAPANESE
LEADERSHIP STYLE
General Culture Characteristics Implication to Leadership Style
Relations based on hierarchical position, social status,
education & seniority
Sensitive for hierarchical & seniority
Listen to supervisors and obey their instructions Have a paternalistic leadership style
Emphasis on group work and team assignments Show a certain people caring
Performance is evaluated as a group not as an individual Able to maintain harmonious working relations
Harmonious working relationship and team cohesion is
important
Able to run the business in the unit of team
Distinct gender role Consensus decision making process
Male dominated society Participative management style
Work hard and high level of loyalty Demonstrate the hard working and sacrifice spirit
Prefer to use the set of rules, protocols and regulations to
avoid making mistakes
Provide explicit rules and examples to demonstrate the way
of working
Long term business plan Able to create and communicate vision with employees
Long term incentive, rewards and benefits Motivate from long term perspective
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17. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN
APPARENT PREFERENCE FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC
NATIONAL CULTURAL CONTEXTS? LATIN AMERICA
Latin America's culture combines indigenous, European, African, and Asian peoples, languages, and
cultural traditions. There is no such thing as Latin America, Latinos, or Latin American culture—it is all of
these things.
As globalization increases, so does the transitional nature of managers within the region.
In Mexico, leaders tend to have authoritarian and participative behavior.
Managers in Chile, Argentina and Bolivia also have taken authoritarian approach.
Leadership styles in Peru may be much closer to those in the US (Jackson, 2015).
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18. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN
APPARENT PREFERENCE FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC
NATIONAL CULTURAL CONTEXTS? INDIA
Indian leadership styles must satisfy traditional roots while also being effective in a high-tech environment.
Indian leaders also promote employee loyalty by encouraging sincerity and looking after the needs of their
employees and their families.
Managerial attitudes in India are similar to those of Anglo Americans in terms of leadership and initiative,
participation, and internal control, but differ in terms of information sharing and objectives.
Participative leadership styles are becoming more common in India (Cappelli et al, 2010).
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19. WHAT CONNECTION CAN YOU FIND BETWEEN CULTURAL VALUES AND AN
APPARENT PREFERENCE FOR PATERNALISTIC LEADERSHIP WITHIN SPECIFIC
NATIONAL CULTURAL CONTEXTS? CHINA
China’s economic progress creating a new cadre of leaders with new leadership styles
According to previous researches, the new generation scored significantly higher on individualism than the
current and older generations.
They also scored significantly lower on collectivism than the other two groups.
These values appear to reflect a time of relative openness and liberty.
They have had extensive exposure to Western society, which may have resulted in leadership styles that are
similar to those of Western managers.
According to the study, modern Chinese employees prefer moral leadership but are also open to
transformational leadership. They dislike authoritarian leadership the least. Furthermore, followers' power
distance orientation influences their preferences for authoritarian leadership (Wang, 2018).
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20. CONCLUSION
The study model, according to the theory, emphasizes the importance of affectivity level in understanding
workers' perspectives on leadership style.
Autocratic leaders consider themselves to be dictators over others. They prioritize their own needs as leaders
and treat their employees as servants. Leaders who are paternalistic (parental) regard themselves as parents to
their followers. They prioritize the needs of the organization and treat their employees like children.
When working under a autocratic leader, employees are more likely to have their feelings hurt, which might
affect their mood at the office.
Employees are more loyal to a paternalistic leader because they feel acknowledged and their needs are met.
Employees will be motivated if good behavior and work are always rewarded, which may lead to reduced
absenteeism and quitting. A paternalistic leader will make decisions in the best interests of his or her
employees.
Culture and attitudes of people in a country, may affect the performance and productivity of the country and
leadership styles.
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21. REFERENCES
Aycan, Z. (2006). Paternalism: towards conceptual refinement and operationalization, in K.S.
Yang, K. K. Hwang and U. Kim (Eds.) Scientific Advances in Indigenous Psychologies:
Empirical, Philosophical and Cultural Contributions, Cambridge: Cambridge University Press,
206, 445-66
Cappelli, P., Singh, H., Singh, J.V. and Useem, M. (2010). Leadership Lessons from India.
[online] Harvard Business Review. Available at: https://hbr.org/2010/03/leadership-lessons-from-
india.
Cherry, K. (2022). Autocratic Leadership. [online] Verywell Mind. Available at:
https://www.verywellmind.com/what-is-autocratic-leadership-2795314.
Evason, N. (2016). Japanese Culture - Core Concepts. [online] Cultural Atlas. Available at:
https://culturalatlas.sbs.com.au/japanese-culture/japanese-culture-core-concepts.
Harappa (2021). Paternalistic Leadership Style: Examples, Advantages, and
Disadvantages. [online] Harappa. Available at: https://harappa.education/harappa-
diaries/paternalistic-leadership/.
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22. Indeed Editorial Team (2021). 10 Common Leadership Styles | Indeed.com. [online]
Indeed. Available at: https://www.indeed.com/career-advice/career-development/10-
common-leadership-styles.
Mind Tools Content Team (2009). What Is Leadership? [online] Mindtools.com.
Available at: https://www.mindtools.com/pages/article/newLDR_41.htm.
NKShrivastava (2016). Being a Boss vs. Being a Leader. [online] RefineM. Available
at: https://refinem.com/being-a-boss-vs-being-a-leader/ [Accessed 24 Oct. 2022].
Wang, B. (2018). Chinese Leadership: 5 Critical Differences with the West - IEDP.
[online] Iedp.com. Available at: https://www.iedp.com/articles/chinese-leadership-5-
critical-differences-with-the-west/.
Yous, N. (2017). Leadership and Management in Japan - Connecting cultures,
managing transitions. [online] intermedio. Available at:
https://intermedio.ch/leadership-and-management-in-japan/?lang=en.
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23. Questions & Answers
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24. Thank You
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