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In the case of affective and neutral cultures, for example, Trompenaars and Hampden-Turner

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One of the keys to successful global leadership is knowing which style and which behavior work best in a given culture and adapting appropriately.

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Here is an example: A British manager posted to Nigeria found that it was very effective to raise his voice for important issues. His Nigerian subordinates viewed that unexpected explosion by a normally self-controlled manager as a sign of extra concern. After success in Nigeria he was posted to Malaysia. Shouting there was a sign of loss of face; his colleagues did not take him seriously and he was transferred.

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Knowing how to communicate can greatly influence leadership across cultures.

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For example, in Anglo cultures it is common for managers to raise their voices in order to emphasize a point. In Asian cultures, managers generally speak at the same level throughout their communication, using a form of self-control that shows respect for the other person. Latin American managers, meanwhile, vary their tone of voice continually

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Researchers have also found that the way in which managers speak to their people can influence the outcome.

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Moreover, in some cultures people are taught to exhibit their emotions but not let emotion affect their rational decision making, while in other cultures the two are intertwined.

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In affective cultures, such as the United States, leaders tend to exhibit their emotions. In neutral cultures, such as Japan and China, leaders do not tend to show their emotions.

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Culture is also important in helping explain how leaders ought to act in order to be effective.

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An Optimal Profile of Universal Leadership Behaviors

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An Optimal Profile of Universal Leadership Behaviors

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Avoids intervening or accepting responsibility for follower actions

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Takes action or intervenes in situations only when standards are not met

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Follower performance and takes corrective action when deviations from standards occur

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Clarifies what needs to be done and provides both psychic and material rewards to those who comply with his or her directives

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able to diagnose and elevate the needs of each of their followers

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able to get their followers to question old paradigms and to accept new views of the world regarding how things now need to be done

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Being decisive

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Being a team integrator

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Having a vision

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Possessing an inspirational style

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extremely effective in articulating their vision, mission, and beliefs in clear-cut ways, thus providing an easy-to-understand sense of purpose regarding what needs to be done

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a source of charisma and enjoy the admiration of their followers

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As countries become economically advanced, participative leadership styles gain importance

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individuals exchange rewards for effort and performance and work on a “something for something” basis.

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A performance orientation

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continue to lead based on tradition

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moving toward a modern leadership style

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Culture Clusters and Leader Effectiveness

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Culture Clusters and Leader Effectiveness

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Effective leader behaviors tend to vary by cultural cluster.

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Low power distance, trend of globalization

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More participative behavior

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visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things

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High power distance

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More Authoritarian behavior

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Combination of authoritarian and participative behaviors

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Abilities of an executive work to inspire and motivate her or his subordinates