How do leadership styles differ across cultures? Why is it important to understand a culture’s approach to leadership when working internationally? <\/p>\n\n\n\n
According to cultural communication expert Erin Meyer, leadership styles differ drastically across cultures. If you\u2019re a manager, Meyer argues that it\u2019s your responsibility to adapt your leadership style to what your subordinates are used to. But even if you\u2019re not, knowing how leadership works in different cultures can help ensure you give a good impression and don\u2019t offend anyone.<\/p>\n\n\n\n
In this article, we\u2019ll look at how Meyer divides cultural leadership<\/a> styles into two extremes (egalitarian and hierarchical) and present some strategies for working and leading in different kinds of cultures.<\/p>\n\n\n\n\n\n\n\n In her book The Culture Map<\/a><\/em>, Erin Meyer defines two cultural leadership styles: egalitarian and hierarchical.<\/p>\n\n\n\n The leadership style preferred in a country reflects the amount of \u201cpower distance\u201d expected in that country. Power distance, a concept introduced by pioneering cultural theorist Geert Hofstede, measures how hierarchical a country is and how its citizens value authority<\/a>. The citizenry\u2019s expectations of how power is distributed determine whether a country prefers an egalitarian or hierarchical leadership style.<\/p>\n\n\n\n In an egalitarian culture<\/a>, the power distance is low. In other words, everybody is equal\u200b\u200b\u2014even in the workplace. <\/strong>Companies in egalitarian cultures tend to have a flat organizational structure. People speak as easily to the CEO as they do to the lowest-ranking employee. <\/p>\n\n\n\n In a hierarchical culture<\/a>, the power distance is high. In other words, your rank matters.<\/strong> Companies in hierarchical cultures have clearly defined levels, and the employees stick to them. They talk to their immediate boss and subordinates but receive permission to talk with anybody further up or down the chain. <\/p>\n\n\n\n If you need to speak with someone several levels above or below you, always get permission from the person in between.<\/strong> Then, make sure to copy that person on any emails you send. This way, your email recipient understands that they can respond freely without violating local business etiquette. <\/p>\n\n\n\n (Shortform note: Pay attention to your tone in emails\u2014especially when emailing someone of similar rank<\/a>. Don\u2019t write anything that might be interpreted as bossing them around. People in hierarchical cultures are particularly sensitive to suggestions of unearned authority.) <\/p>\n\n\n\n In hierarchical cultures, there are often subtle ways in which rank is expressed in business. <\/strong>For example, in Japan, the lowest-ranking person always operates the elevator buttons, while the highest-ranking person stands directly behind him\/her. Learn these rules well so you don\u2019t unintentionally offend your colleagues or clients. You should also learn the non-subtle ways too, like proper bowing etiquette in Asian cultures.<\/p>\n\n\n\n Err on the side of caution and refer to people by their last name unless they indicate otherwise. <\/strong>And don\u2019t insist that people call you by your first name, since this can introduce unnecessary discomfort in your relationship. Consider a compromise like \u201cMs. Jane” instead. (Shortform note: Many hierarchical countries, like South Korea and Japan, have language tenses that indicate politeness\u2014you speak, quite literally, differently to someone based on whether they\u2019re above or below you in rank. If you’re speaking English, referring to people by their last name or having them refer to you by their last name may be one of the few immediate ways you can show respect.)<\/p>\n\n\n\n Take your responsibility to protect seriously. <\/strong>Your subordinates\u2019 faithful obedience doesn\u2019t give you license to treat them poorly. Hierarchical leadership works best when the leader protects and mentors their subordinates well. (Shortform note: Of course, the idea that leaders need to protect their subordinates isn\u2019t exclusive to hierarchical cultures, with one article attributing it to the American 1967 business book Organizations in Action<\/em><\/a>.) <\/p>\n\n\n\n When you need your team\u2019s input, tell them before the meeting happens. <\/strong>If they know in advance that you want their honest opinion, they\u2019ll do their best to respect you by providing it. They\u2019ll also have more latitude to consult with their colleagues. (Shortform note: You could also consider soliciting anonymous opinions. Try setting up a dummy email account or Google document where people can express their thoughts privately.)<\/p>\n\n\n\n Even if you\u2019ve requested people\u2019s input beforehand, call on people whose opinions you want to hear in meetings.<\/strong> People used to hierarchical leadership styles tend not to volunteer their input unless specifically asked. (Shortform note: But skip this strategy if you\u2019re an external presenter. Calling on people in front of their bosses could embarrass them<\/a>.) <\/p>\n\n\n\n Alternatively, consider removing yourself from the meeting entirely. Instead, have someone present the meeting\u2019s conclusions to you later on. <\/strong>Your subordinates will feel more comfortable expressing their ideas honestly if you\u2019re not present. (Shortform note: But remember that there may still be hierarchical relationships at play that affect the meeting results. Hierarchical relationships can be based not just on job title<\/a> but also on factors like gender, age, or years at the company.)<\/p>\n\n\n\n Remember that speaking with someone several levels above or below you is likely totally normal<\/strong>\u2014no matter how uncomfortable it makes you feel. (Shortform note: If you\u2019re particularly intimidated by somebody, try comic visualization<\/a>: Picturing them in a funny situation encourages your brain to turn its stress response<\/a> off.)<\/p>\n\n\n\n Copy people on your emails on a need-to-know basis. <\/strong>Copying the boss unnecessarily may make an egalitarian employee feel like you\u2019re trying to make them look bad or that you think they need extra oversight. (Shortform note: Some people worry that if they don\u2019t copy their boss on emails, they can\u2019t keep their boss informed. Try some other strategies<\/a>, like sending your boss occasional recaps of your exchanges.)<\/p>\n\n\n\n Learn and adopt the external cues that indicate that you\u2019re \u2018one of the guys.\u2019 <\/strong>For example, call people by their first name and insist they call you by yours. Using last names may be overly formal and stiff to someone from an egalitarian culture. (According to Meyer, this is true of Scandinavia, the Netherlands, and Australia, but can vary regionally in the United States and the United Kingdom.) (Shortform note: This may reflect the psychological concept of social mirroring<\/a>, the idea that we unconsciously copy people we like. Many texts recommend mirroring others\u2019 gestures consciously in an attempt to get them to like you.) <\/p>\n\n\n\n Meyer also recommends several strategies that fall under the 5-step method of <\/strong>Management by Objective<\/strong><\/a>,<\/strong> a framework developed by management expert Peter Drucker<\/a> in the 1950s. Although she mentions the term \u201cmanagement by objective,\u201d Meyer doesn\u2019t present her strategies using the step-by-step sequence Drucker did. We, however, will use the 5-step framework because it\u2019s easier to understand.<\/p>\n\n\n\n \u200b\u200bStep 1: Set goals for your team. <\/strong><\/p>\n\n\n\n Step 2: Share these goals with your team.<\/strong><\/p>\n\n\n\n Step 3: Ask your employees to set their own goals.<\/strong> Approve them as long as they support the team objectives you\u2019ve shared. Meyer recommends this specifically because people from egalitarian cultures feel more comfortable with a facilitator rather than the traditional hierarchical leader. Similarly, she recommends facilitating instead of leading meetings, too. <\/p>\n\n\n\n (Shortform note: Meyer merely recommends that these goals be \u201cconcrete and specific.\u201d But modern-day versions of Drucker\u2019s strategies tend to recommend specifically SMART goals. SMART is an acronym used to represent Specific, Measurable, Acceptable, Realistic, and Time-Bound goals.) <\/p>\n\n\n\n Step 4: Monitor your employee\u2019s progress on those goals. <\/strong>Meyer recommends adjusting the frequency of your check-ins based on the employee\u2019s progress\u2014not an element of Drucker\u2019s strategy.<\/p>\n\n\n\n Step 5: Assess your employee\u2019s progress, and reward them as necessary.<\/strong> Meyer specifically recommends financial motivation like bonuses. <\/p>\n","protected":false},"excerpt":{"rendered":" How do leadership styles differ across cultures? Why is it important to understand a culture’s approach to leadership when working internationally? According to cultural communication expert Erin Meyer, leadership styles differ drastically across cultures. If you\u2019re a manager, Meyer argues that it\u2019s your responsibility to adapt your leadership style to what your subordinates are used to. But even if you\u2019re not, knowing how leadership works in different cultures can help ensure you give a good impression and don\u2019t offend anyone. In this article, we\u2019ll look at how Meyer divides cultural leadership styles into two extremes (egalitarian and hierarchical) and present<\/p>\n","protected":false},"author":7,"featured_media":47734,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[14,9,24],"tags":[528],"class_list":["post-52972","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","category-psychology","category-society","tag-the-culture-map","","tg-column-two"],"yoast_head":"\nEgalitarian vs. Hierarchical<\/strong> Cultures<\/h2>\n\n\n\n
General Strategies for Working in Hierarchical Cultures <\/strong><\/h3>\n\n\n\n
How to Lead in a Hierarchical Culture<\/strong><\/h4>\n\n\n\n
General Strategies for Working in Egalitarian Cultures<\/strong><\/h3>\n\n\n\n
How to Lead in an Egalitarian Culture<\/strong><\/h4>\n\n\n\n