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The Role of Level, Size, and Age on European Managers’ Attitudes toward Leadership

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The Role of Level, Size, and Age on European Managers’ Attitudes toward Leadership

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Differences between Japanese and U.S. Leadership Styles

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Differences between Japanese and U.S. Leadership Styles

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Transformational leaders are visionary with a sense of mission,  capable of motivating followers to accept new goals and new ways of doing things.

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Charismatic leaders inspire and motivate employees through their charismatic traits and abilities.

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

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•Are all firms seeking the same types of behaviors or qualities?

One study examined thousands of ads for executives in the EU.

•There seem to be great differences between the European countries regarding their leadership requirements.

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•There are also differences concerning how frequently various characteristics are demanded in each country.

•There were similarities between nations—for example, Italy and Spain had common patterns regarding desirable leadership characteristics.

•All countries expected good social and personal qualities.

On the other hand, the requirements differed from country to country

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Culture Clusters and Leader Effectiveness

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Culture Clusters and Leader Effectiveness

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Leader Behavior, Leader Effectiveness, and Leading Teams

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Leader Behavior, Leader Effectiveness, and Leading Teams

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•In affective cultures, leaders tend to exhibit their emotions.

In neutral cultures, leaders do not tend to exhibit their emotions

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GLOBE researchers determined that leadership behaviors can be summarized into six categories.

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Leadership attributes found to be effective across cultures.

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focuses on positive outcomes, processes, and attributes of organizations and their members.

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Authentic leaders do not fake their actions.

Authentic leaders must possess several interrelated qualities.

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•They appear to be more creative and innovative.

•They tend to break the rules and do not need structure, support, or an organization to guide their thinking.

•They are able to see things differently and add to a product, system, or idea value that amounts to more than an adaptation or linear change.

•They are more willing to take personal and business risks and to do so in visible and salient ways.

•They are opportunity seekers, comfortable with failure, rebounding quickly.