Authentic Leadership: Different Leadership Styles and Impact of National Culture on Leadership

The report discusses different leadership styles such as autocratic, democratic, and laissez faire. It also analyzes the impact of national culture on leadership and the Hofstede Cultural dimension model. The theme of the report is 'Who is a Successful leader-man or woman' and it discusses the traits of a successful female leader such as empathy, emphasis on teamwork, and multitasking. The report recommends that a leader should be selected based on their skills and capability, be future-oriented, and consider national culture. It is also recommended that a company should consider a female leader as they are effective coordinators and multitaskers. Overall, the report emphasizes the importance of effective leadership in achieving organizational success.

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A leader is defined as a person who is having different capabilities or
skills through which it can be able to influence others in a company.
Leadership is the quality which a leader carries within self and
encourages the rest from it. A company in a market cannot run its
operations successfully without the presence of a leader as the leader
directs and guides its team towards the achievement of goals
(Abdelmotaleb, Mouri and Saha, 2021). A leader could be either
man or woman which has a different impact upon the business. On
the other hand, the culture also impacts the leadership style in a
company. The present report covers different leadership styles as
well as an impact of UK's national culture upon that leader. The
report also discusses upon a theme “Who is a Successful leader-man
or woman” through analysing their traits or differences.
The different leadership style which a leader (men or women) can adopt into their practices are mentioned below:
Autocratic: The autocratic style of leadership says that an employee or a follower must do exactly what is being said by their boss or a leader. An
autocratic leader relies upon a belief that he or she has a full knowledge and capability to decide upon the things. They does not permits or invites their
employee's to present suggestion or views in the discussion part. This is suitable when the company is having an inexperienced employees or is needed
to have a quick decision upon the things (Dong, Liao and Yang, 2021).
Democratic: A democratic leader within an organisation is one who believes on the concept of opining from others too. He or she is not the one who
solely considered the decisions and imposes the same on to their employees rather they invites their employee's into the participation through their
opinion or insights into the matter of discussion. Whenever a leader feels they connects with their employees and considers their insights for decision
making (Huang, Krasikova and Harms, 2020).
Laissez faire: Under this style a leader provide full freedom and decision making power to its employee's when they are competent and experienced to
have decisions. Here a leader very rarely intervenes into the work or decisions of their employee's and believes much upon employee's considerations.
Here, a leader only tries to balance the team work with organisational structure & values. This involves high skilled and innovative employees within a
company who can be able to have rational business decision by their own (Jia, Winters and Gentry, 2021).
In context to Emma Walmsley a leader at GlaxoSmithKline use to adopt democratic style generally into its actions that motivates and
encourages the company's employee's to perform their work with greater efficiency. But sometimes when she founds a competent employee then she
provides the decision making power to them based on to their job role.
Authentic Leadership
INTRODUCTION Different leadership styles
Problem of a leadership
The different kinds of problem or challenges in a leadership are mentioned below:
In today's time sometimes a leader to be found an arrogant or a rude leader which
the employee's does not likes. This can also give rise to unhealthy culture or
negative environment which will impact upon the organisational performance
(Kastner, 2021).
A leader can possess fear of confidence or while making sound decisions for its
business. If this happens in a company or a leader is losing its fear then he or she
would not be able to make corrective decisions or can influence its followers.
Sometimes it can be possible that a leader is not able to motivate or coach its
followers from his or her skills which does not allows company in having
effective outcomes. When an employee is not motivated properly or trained then
they would be incompetent to perform task by meeting all the requirements
(Mammadova, and Alıyev, 2021).

Discussion upon a theme
The theme which is being considered for the present report is “Who is a Successful leader-man or woman”
A leader in a company could be either man or a woman based on to the culture of company as well as the values. If the company only believes to
have a leader as man only then they would hire only man candidate to be a leader. A leadership does not only depends upon the gender rather the
personality and traits of a person. Leaders are those who attracts and influences their employees or team to work with greater productivity as well as to
achieve organisational results with high efficiency (Arghode and et. al., 2021).
For the discussion upon a theme “Who is a Successful leader-man or woman” a leader which is taken into consideration is Emma Walmsley,
who is a CEO and an emerging leader at GlaxoSmithKline company in UK which is a global pharmaceutical business.
The success of a women leader can be better analysed and understood through below mentioned traits:
Empathetic: A female leader is generally found to be value relationship and an empathetic which enables them to carry a strong deep understanding for the
factors that brings motivation in employees. A female leader Emma Walmsley, is always directed towards the acknowledgement of her employees based
on to their performances.
Emphasis upon team work: Women leaders are those who focuses more upon the team work through showing their passion, potential and enthusiasm in
business. A leader Emma Walmsley generally considers a wise & bold decision being a leader through having views and collaborative efforts of her
employees in a form of team (Bellotti, 2020).
Multitaskers: Generally a women is considered to be a multitasker in every field and can perform several tasks at one time. And also can face several
challenges at time. So it is assumed that a women leader can be the best suitable for a company.
It is analysed in UK that a leader is being considered as a person who is highly honest & intelligent which proves to be highly successful as
compared to the man. Though in relation to innovation & decisiveness both man & woman leaders stood at common platform but when comes to
multitasking, ambitious and organized it is the woman who holds greater place then man. On the other hand, woman are highly effective then man in
education as well as in the dark side of a human being personality. The dark side such as aggression, psychopathy, narcissism, etc., are found to be more in
man which has a change of negative business impact. A woman being a leader tries to utilize various skills, new perspective along with considering a
business solution with keeping company's culture and structure in mind (CANAKCI, 2020).
So, from the above discussion we can say that a women is more successful leader than men in today's world. We can say that Emma Walmsley is
a successful leader and has taken company to the heights of achievements from year 2017.
Theory of national culture
A culture is referred to as a belief, custom, values or traits that a
company or Company holds for their actions in ethical way. The
theory of national culture can be understood by applying different
theories of culture that are mentioned below:
Hofstede Cultural dimension model
The Hofstede model for national culture comprises of six different
dimensions. The cultural aspects represents the independent
priorities for one country to another which is different from each
other. The nation lies on the dimensions that are relative, in what a
company & simultaneously each employee is unique. Generally, a
culture could only be utilized effectively by comparison. The
model for Hofstede culture comprises of the below mentioned
dimensions:
Power Distance Index (PDI): The present dimension represents
the degree to that the less powerful employees in a company
accepts & expects that the power which is distributed to them is
unequal. The fundamental problem here is a way in which
company handles such inequality among its employees. People
within a company exhibits higher degree of power distance in
hierarchical way that allows everybody to be separated with their
particular place. In organisations with lower power distance,
employees strives to equalise the inequality distribution of power
& demands for justification with respect to such inequalities of
power. We can see this while having a men or women as a leader
in company. Sometimes it happens that men’s are recruited with
the leader no matter they are deserving or not (Patterson, 2020).
Impact of national culture on leadership
There is a great impact upon the leadership style of national culture as the national culture effects the working of organisation as well as on its results. A
national culture is one which is directed towards the societal as well as organisational culture that can impact upon the actions of company as a driving
force. A leader operates or functions its activities from within the environment of organisation as well as society so it has to follow the customs and norms
of such company in which a leader is performing its leadership. On the other hand the employees in a company comes from a society or holds a different
nature which is sometimes difficult to work with own thoughts by a leader so it has to develop its policies by keeping employee’s views in mind. A leader
is required to motivate or encourage its employees through its style in a way that can bring positive results to the company as well as is in benefit of their
employees.

Individualism vs Collectivism (IDV): The one side of this aspect is called individualism that is categorized as high and can be stated as a priority for a loosely knit company’s framework within that employees expects to
focus on only themselves & their immediate peer members. The opposite of individualism is collectivism which represents a priority for a tightly knit culture in organisation within that employees could expect their bosses or
team members of a specific in group to take care of each other with loyalty. A company’s position in this aspect is being reflected with people’s self-image which is referred to as I and We. Generally men’s are considered to
be a people with I attitude and women with We attitude. This We attitude is highly beneficial for company for its overall growth (Pheng, Shang and Ken, 2020).
Long term organisation vs short term normative orientation (LTO): Each company has to retain certain links with company’s past during dealing with the several challenges of company’s present & the future. Organisations
preferences these two major existential targets differently. Company who stands at low in this dimension, for instance, prefers to have time honoured culture & norms while a look towards company’s change with beliefs.
Those with a culture that possesses high score, simultaneously, takes a more practical approach. The organisation encourages a thrift & efforts within a modern technology as a manner to be ready for future happenings. In
context to business, this cultural aspect is categorised to as short-term vs long-term practical orientation. In the present competitive environment, the teams such as monumentalise vs flexhumility is generally applied (Shenkar
and et. Al, 2020).
Masculinity vs Femininity (MAS): The masculinity aspect of this cultural aspect shows a preference in company for their heroism, achievement, assertiveness, as well as material recognition for their success. Company at
large is highly competitive in industry. Another is femininity which represents for a preference in respect to have modesty, caring for the weak, cooperation & the quality of life. Company at large is more resulted oriented. In
context to business the masculinity vs femininity is sometimes also concerned with “tough versus tender” philosophy of culture. It is assumed that men’s are more of task oriented as they have high muscle power and women
are treated with soft skills. But in today’s time women are more task oriented as compared to men (Sarwar and et. al., 2020).
Uncertainty Avoidance Index (UAI): The aspect of uncertainty avoidance index represents a higher degree within which employs of an organisation feels themselves uncomfortable with ambiguity & uncertainty. The main
problem with this aspect is a way in which organisation use to deal with the facts that are highly unknown with future time. This is like how a company should should try to control the uncertainty in future or just leave it to
be happen. Companies exhibiting strong uncertainty avoidance index maintains rigid conduct of belief & behaviour as well as are intolerants with unorthodox attitude & ideas. Lower uncertainty avoidance index companies
maintains a high comfortable attitude within that actions are counted more than principles.
Indulgence vs Restraint (IVR): The notion for Indulgence refers to a company that allows generally free satisfaction related to basic as well as natural human forces that are related to enjoying work & having fun. Restraint is
known for an organisation that excels satisfaction of needs as well as regulates this through the means of company. Generally a company or a leader who is women works with a philosophy of indulgence and tries to make
each employee comfortable as well as satisfied. If the employees are being satisfied then they would be able to give their best to the organisation as well as provides higher productivity in outcomes (Shihaki Tash and
Mansouri, 2020).
RECOMMENDATION
From the above discussion it is to be recommended that:
 A company or an industry must not choose its leader on the basis of society thought or by knowing the muscular power. Rather a leader should be chosen on the basis of their
skills and capability.
 A leader must be selected on the basis of company’s requirement and the matching profile so that a company can have a high skilled leader that can influence and motivate its
employees.
 A leader should have clear vision or be directed towards the organisational strategy and should work accordingly so that results can be achieved successfully.
 A leader either men or women should be selected on the basis that they are highly directed towards success and holds greater level of creativity so that can be used with
employees for the solutions towards business results.
 A leader should be future oriented and must be ready to accept uncertain challenges that a company can face anytime.
 A company should consider the national culture in order to decide for its leader so that they can go with industry trends and can have effective leadership in their business.
 A company must go for a women leader if possible as a women is considered as a multitasker as well as effective co-ordinator which will provide benefits to the company in long term.

CONCLUSION
From the above report it can be concluded that a leader plays very crucial role in business and is highly essential to possess different leadership skills in them. A leader is one who motivates and boosts the employee's morale
as well as their work efficiency. Women in industry are proved to be a good leader as compared to men because of their qualities and skills. A national culture also effects the leadership qualities of a leader as the culture has
a direct impact upon the organisation and upon its workings. No doubt a man has a more muscular power and can show its aggression at the time of delay in results or in work but this is not only enough for an effective
leader. An effective leader should be foresighted as well as co-operative that is should have We attitude which is generally found in women leaders.
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