I once coached a Japanese manager based in The Netherlands who had a hard time delegating work. He did most of the work himself because he felt that was the best way of delivering quality results. His personal development goal was finding ways to motivate his team in a more effective manner, which he thought would prevent him from having another burn-out. Understandably, this was not an easy task for him. He was dealing with at least two distinct organisational cultures: a primarily Dutch, fairly non-hierarchical and direct culture at the work floor in the Netherlands and a relatively more indirect and hierarchical Japanese culture of HQs based in Japan.
A situation as described above make you think about ‘effective leadership’. If you are a manager, have you reflected on the leadership style you use to lead your staff? How effective is your leadership style? Which leadership style do you actually use?
The answer is most likely that you apply a leadership style that you yourself favour the most. So if you like delegating, the chances are you delegate a lot. This is a common pitfall for managers. Your preferred leadership style is obviously not always the most effective approach for each situation. Sensitivity and flexibility to adapt your leadership style to the situation, combined with cultural awareness on power distance are key to effective leadership.
The need for sensitivity and flexibility has been proven by Hershey and Blanchard’s well-known research on effective leadership in the 1970s. They developed the ‘Situational Leadership’ model (Management of Organizational Behavior, 10th edition, 2012). A model that has been useful to countless managers across the world, hence its value for business. The Situational Leadership model basically helps you to understand that there is no single best leadership style. Effective leadership depends on the competence and commitment of the individual to carry out a specific task. Effective leadership therefore depends on two factors: a) the task concerned; and b) the combination of competence and commitment of an individual for that particular task.
In order to manage these factors well, a successful leader needs sensitivity and flexibility. Sensitivity to identify the needs of the individual in relation to the task, and the flexibility to adapt leadership style to that specific situation. The Situational Leadership model by Hershey and Blanchard defines four ways of leading people: directing, coaching, supporting and delegating.
In addition to sensitivity and flexibility, understanding that cultures have different perceptions on leadership is crucial. Especially when you lead international teams and/or teams in different countries. This understanding will not give you clear-cut strategies but will fine-tune your leadership style. It is again about strengthening your cultural sensitivity. Cultures have different orientations towards hierarchy, also known as ‘power distance’. High- power distance cultures tend to have a preference for ‘directive leadership’ styles whereas low-power distance cultures prefer the delegating leadership style.
Obviously, we speak of understanding cultural orientations to leadership and not of promoting standardized approaches as each individual is unique. Having said that, I believe that this insight will increase your competence to subtly adapt your leadership style, not only to the competence/commitment level of an individual for a particular task, but also to the cultural context of the situation. Should you, for instance, lead a team in a high(er)- power cultural context, be aware that people might expect more guidance from you as a leader. In low(er)- power cultures, you may notice a preference for more autonomy at the work floor. A leader showing too directive behaviour will have a demotivating effect.
If you like to learn more about the concept of power distance in different cultures, I recommend checking out Culture, Leadership, and Organizations; The GLOBE Study of 62 Societies (House et al, 2004). The GLOBE study investigated how cultural values are related to organizational practices, perceptions on leadership, and the economic competitiveness of societies across 62 countries. Also highly recommended is: Cultures and Organizations: Software of Mind (1991) by Geert Hofstede, a leading researcher in this field who has conducted research for several decades on global leadership.
In summary, to be an effective international leader, the following insights might prove helpful:
- assess each situation and identify the leadership needs given the competence and commitment of the individual in relation to the task;
- adapt your leadership style to the situation (directing, coaching, supporting or delegating);
- understand the cultural context (high/low power distance) and, if need be, subtly adjust your leadership style along the directing-coaching-supporting- delegating spectrum.
Happy Leading.
Sylla Pahladsingh May 2015
