خلاصة:
Leadership is in fact a process of influencing followers. Characteristics of leadership are functions of time and situation and differ in different cultures and countries. Managers of international organizations should obtain enough knowledge of these cultural characteristics and differences and should have the utmost versatility while executing their leadership tasks. In this paper we have conducted a survey of the relation between cultures and styles of leadership in different countries. At first characteristics of leadership are discussed in work oriented leadership paradigm and management regimes، in a number of different regions، including China، Japan، U.S.A، Europe، and Arab countries. We also discuss about cross-cultural leadership concept and its challenges. At the end، a comparative analysis is made over the various leadership styles.
ملخص الجهاز:
Managers of transnational organizations should necessarily show flexibility proportional to culture differences, respect to the differences, recognize motivates of the people, and select a suitable style of leadership in accord to situations and then take action with regard to the individuals under their supervision to realize defined objectives.
In a research done by Andre Loran, in response to this question that "Is it important that manager accurately knows the answer to questions of his staff which may be related to their work?", different individuals of various cultures have given different answers.
In this model, leadership is classified into 4 categories: directional leadership (preparing guides for staff about what they should do and how to perform it, work planning, and functional standards), supportive leadership (attention to welfare of the staff and their requirements, establishment of friendly relationships with staff and equal behaviors toward all staff), participatory leadership ( consulting with staff and serious attention to their attitudes during decision making), and success oriented leadership (encouraging staff to perform works to the highest levels, determining the goals to such an extent that they can be realized with challenges, expression of trust in high abilities of the staff) .
Generally, major characteristics of Japanese leaders including seriousness, continuous work, cooperation and coordination with others, ability to establish close relationship with colleagues, tolerance of hardships and difficulties of work, self-discipline, ability to control demands and personal feelings and sympathy with followers in Japanese society have changed in terms of values and economic systems but traditional leadership standards are still remained fixed.