Different cultures can have radically different leadership styles, and international organizations would do well to understand them. Lewis acknowledges the risks of dealing in stereotypes:A "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception.
AmericanA managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic, and ready for change. French managers tend to be autocratic and paternalistic, with an impressive grasp of the many issues facing their company. East Asian countries tend to have a Confucian hierarchy, where the group is sacred and leaders are seen as benevolent. In Latin and Arab countries, authority is concentrated in the chief executive, and family relations are very important, with ubiquitous nepotism. Under the auspices of an autocratic government, Indonesia's business leadership is often entrusted to a resident Chinese professional class. Japanese top executives have great power in conformity with Confucian hierarchy but actually have little involvement in the everyday affairs of the company.
Efforts made by Russian managers to promote business through official channels may founder on the rocks of bureaucracy and Russian apathy.
Finnish leaders exercise control from a position justA outside and above the ring of middle managers, who are allowed to make day-todayA decisions.
In democratic Norway, the boss is very much in the center of things, and staffA enjoy access to him or her most of the time. Lacking an aristocracy, Israeli society attaches importance to achievement andA dynamism when looking for leadership. Estonians are very individualistic.A Status is gained by achievement, decisiveness, and energy. Charts taken and text summarized from "When Cultures Collide" with permission from author Richard Lewis. Management Cartoons by Randy Glasbergen My dad was the financial manager of a local shoe factory when I was growing up. This entry was posted in business cartoons, business humor, Cartoonist, cartoons, glasbergen cartoons, humor, Illustrations, News, newsletter content, Newspaper Content, Publishing Resources, Publishing Services and tagged cartoons about business management, cartoons about business management training, cartoons about management, cartoons about management challenges, cartoons about management failures, cartoons about management techniques, cartoons about management topics, cartoons about managers, cartoons about office management., Cartoons About Office Managers, cartoons for management education, cartoons for management training, comics about management, funny management cartoon images, funny management illustrations, funny quotes about management, management cartoons, management cartoons for newsletters, management cartoons for presentation, management humor cartoon comics on May 11, 2015 by RandyG. The manufacturing floor is a good example where continuous improvement and employee empowerment is taking hold. As managers we sometimes lose sight of the decisions that we can let go and give to others to make. Try enabling others with small steps at a time by becoming less involved in the day-to-day work of your team members. By taking just few steps, you will begin empowering others and will move towards   becoming an empowering leader.
The article you have presented has riddled out intricate structure of leadership into a simple structure. Not only does empowering others help others to engage and be invested in their work, but it also multiplies the effectiveness of the leader.
George Litwin and Robert Stringer of Harvard Business School studied the behavior of managers and concluded that there are six leadership styles. The ideal manager would be able to use all six styles and use them appropriately, as needed. 1- Coercive: These are the managers that force you to do what they want and tell you where the door is if you don't like it. 3- Democratic: The democratic style asks for peoples opinions and tries to make the most people happy. 4- Pace Setters: Pace setting might involve keeping track of what everyone does and pitting them against each other.


6- Affiliative: The affiliative style is about making the employees get along and feel good. This model states that in the modern world, a leader cannot just rely on one management style to fit all situations. The ‘task maturity’ of the people they are leading – That is, how competent a person or team is at the task at hand.
The different leadership styles in situational leadership theory, range from S1 to S4 and vary in the level of leadership involvement direction involved. This level of direction and control and ultimately, the correct leadership style to use, is understood by mapping the ‘Development Level’ (D1 to D4) of the team or individuals against one of the quadrants.
The main aim here is to develop the team further to take action and to think more autonomously, releasing the leash, if you like, and giving them greater scope for self-leadership.
The whole idea of situational leadership is to be able to flex your style to suit the task and the individual’s needs.
Knowing what level of competency each individual is at, is the key to the effective use of this model.
Your task as an effective manager is to keep developing your team through the cycle, so if an individual is at S4 (delegation level) for a specific task, try to add an additional level of responsibility and complexity, so they start back at S1, working with and leading them through levels 1-4 again. This pattern is a continuous loop, and enacted correctly, the leader can develop empowered, energised and highly skilled teams. For more information on how and when to adjust your leadership styles, you can read our Ebook, How to be an Effective Leader . A detailed step by step roadmap on how to implement this situational leadership theory with your teams.
It would be suicide to introduce a novice and let them get on with a highly complicated task that requires years of training to become competent in.
So too, it is of just as much detriment to productivity and morale if a team member is so competent at a task that they can easily do it quickly, efficiently and competently, but they are still being micro-managed. If you can master becoming a flexible leader using the principles from situational leadership theory, then your team can develop and improve and so too your team(s) outputs and goals. LewisA charted these differences in his book "When Cultures Collide," first published in 1996 and now in its third edition, and he teaches these insights in seminars with major corporate clients. Unfortunately, their adherence to tradition can result in a failure to comprehend differing values in others. They are capable of teamwork and corporate spirit, but they value individual freedom and their first interest is furthering their own career. There is a clear chain of command in each department and information and instructions are passed down from the top.
Managers are vigorous and decisive, but consensus is mandatory, as there are many key players in the decision-making process. Using key people and personal alliances, theA a€?systema€? is often bypassed and a good result achieved. Finnish top executives have the reputation of being decisive atA crunch time and do not hesitate to stand shoulder to shoulder with staff and helpA out in crises. Unlike the French,A they work less from logic than from intuition, and pride themselves on their personalA influence on all their staff members. Middle managersa€™ opinions areA heard and acted upon in egalitarian fashion, but top executives rarely abandonA responsibility and accountability. A democratic republic is partially supported by the army, in a delicate balance with Islamic Fundamentalists. He often taught  at the American Management Association and filled our home with books, magazines and tapes about various management topics. My Business and Computer Cartoons are available at budget-friendly rates for magazines, newspapers, books, presentations, newsletters, websites, social media, greeting cards, advertising, calendars, textbooks, any kind of print or electronic media. To use a cartoon from my website,  please contact me for more information and a rate quote.


For each person, stretch yourself to identify the decisions that they bring to you, which they can make by themselves without your involvement. With continuous improvement and empowered teams, the teams challenged themselves to look for better ways of working, knowing that they could carry their own ideas forward many times. For your team, identify as many types of decisions that can be made at the individual or team level without you. In almost every employee satisfaction and employee engagement survey I have seen, one of the top priorities for employees is working for an organization that makes them feel valued.
You will likely be amazed at the results that you see in productivity, efficiency, and engagement. It frees up the leader’s time and energy to look forward, indentify and address issues before they become problems, and to chart the course for those that follow him or her.
Mangers and leaders must be flexible in their leadership styles , in order to get the best out of their teams and individuals. They are yet to learn the skills needed to be proficient and so they need clear direction and guidance. Their levels of development are high with the task at hand, and the leadership style reflects a hands-off approach. This is based on tasks, so an person can easily be a D1 on one task and a D4 level on another. It is designed to help you learn more about the concept, and will help you become an effective leader in its use.
To get the best out of a team, the situational leadership theory suggests that a leader must understand to manage people effectively with reference the tasks they are set and their level of competency. This scenario will lead to feelings from the individual of being stifled in development, not trusted and even anger at the supervisor for being a bad manager.
As with the definition of leadership , the critical thing to do is to lead and manage individuals effectively so they can work in harmony with the team and achieve the objectives set. In the developing expansion of capitalist-style companies, leaders are emerging with reputationsA of competence; also, locally elected officials are becoming influentialA in the business sphere and may have only loose ties with Beijing. These teams were called employee involvement teams because they were empowered to make a number of decisions that would normally be cascaded back up to the plant manager. Create some structure or guidelines around it, communicate with your teams and get their input, then try it out, even on a small scale. We insist on doing things our way and we insist on getting involved in every aspect of the work. Every time someone is enabled to work to their potential and try new approaches, they are feeling more valued. Susan has led HR programs nationally and internationally in Fortune 500 companies for over 15 years, with special focus on leadership and talent development. The manager now delegates goal creation and decision making to the team and as such, they competently get on with the task; setting goals, creating plans and executing them autonomously. These groups work in concert, often develop closeA personal relations and come to each othera€™s supportA in difficult times.
Our teams respect us more if they know that we can roll our sleeves up and get into the work just as they can. It means accepting that our team members may have different ways of going about the work, and it may not be the way that we would do it.



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