The opportunistic leader. Leaders who self-initiate and demonstrate flexibility on how to achieve a goal tend to be more desirable in Germanic and Nordic Europe (Germany, the Netherlands, Denmark, Norway), the UK, Western countries on which the UK had substantial cultural influence (the U.S., Australia, and New Zealand), and Asian countries that based their governing and economic institutions on the British model (India, Singapore, Malaysia, Hong Kong). More or less individualistic, these leaders thrive in ambiguity. However, checking in frequently with team members is advised to ensure others keep up with changing plans. Opportunistic leaders tend to be ambitious risk takers.
Communication Style
The straight-shooting leader. In some regions employees expect their leaders to confront issues straightforwardly. In Northeast Asia and countries like the Netherlands, excessive communication is less appealing in the leadership ranks — people just want you to get to the point. Accordingly, task-oriented leaders are preferred. Impromptu performance review meetings with direct reports occur more commonly in these locations, and leaders address undesirable behaviors from team members as soon as they are observed. Straight-shooting leaders tend to be less interpersonally sensitive.
The diplomatic leader. In certain countries communication finesse and careful messaging are important not only to getting along but also to getting ahead. In places like New Zealand, Sweden, Canada, and much of Latin America, employees prefer to work for bosses who are able to keep business conversations pleasant and friendly. Constructive confrontation needs to be handled with empathy. Leaders in these locations are expected to continuously gauge audience reactions during negotiations and meetings. These types of managers adjust their messaging to keep the discussion affable; direct communication is seen as unnecessarily harsh. Diplomatic leaders tend to be polite and agreeable.
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