International Management: Leadership Styles and Cross-Cultural Models

This report provides an overview of international management, focusing on leadership models and cross-cultural communication. It examines various leadership styles, including autocratic, participative, laissez-faire, and transactional leadership, and discusses their characteristics and implications. The report also explores cross-cultural models, with an emphasis on the Lewis Model, and its categorization of cultural behaviors. Furthermore, the report highlights the importance of cross-cultural communication in today's globalized world, emphasizing how technology and the internet have expanded marketplaces and facilitated communication across cultures. The report also discusses the impact of leadership styles on national culture, stressing the need for leaders to maintain secular mentalities and foster inclusive communication within teams to effectively interact with customers from diverse cultural backgrounds. Overall, the report offers insights into how different leadership styles and cross-cultural considerations influence international management practices.

INTERNATIONAL
MANAGEMENT

Leadership models
• Autocratic leadership: The leaders of this style allows
managers to take decisions alone without the input of others.
Moreover, the managers have the total authority and control
over the employees. The decisions of autocratic leaders are
very strict, and no one challenges them. North Korea, as well
as Cuba, are two countries where autocratic leadership is
practiced. The employees get benefits from this leadership
style (Hollenbeck, McCall and Silzer, 2006).

• Participative leadership: Participative leadership is also
known as a democratic leadership style. This leadership style
values the input of team peers and members, but the
obligation of creating the final decisions rests with these type
of leaders. Additionally, these leaders increase the morale of
the employee because the workers make a contribution to the
decision-making procedure (Sorlie, 2007).

• Laissez-Faire Leadership: These type of leaders lacks the
direct control of the workers. They fail to give regular
feedbacks to those under his supervision. Moreover, highly
trained as well as experienced employees require little
supervision fall under this particular leadership style. It
hampers the production of employees requiring monitoring.
• Transactional leadership: The leaders of this style receive
certain task for performing and providing rewards to the team
members. The awards are provided according to the
performance results (Woolfe, 2002). The team members and
the leaders set programmed objectives. The employees agree
to follow the leadership and its direction for accomplishing
those goals. Besides, the managers retain power for
reviewing the results and train them according to the
objectives. When they achieve goals, the employees are
given rewards such as bonuses and incentives.

Cross-cultural models
• The Lewis Model: The Lewis Model is the latest to build general affirmation, being
made in the 1990s and clarified in Richard Lewis' blockbuster, When Cultures
Collide (1996), which won the US Book of the Month Award in 1997. Lewis, in the
wake of going to 135 countries and working in more than 20 of them, landed at
the conclusion that individuals can be separated into three clear
characterizations, build not as for nationality or religion but instead on Behavior.
He named his typologies Linear-dynamic, Multi-dynamic, and Reactive. Lewis
considered that past cross-culturists, in the social occasion the assortment of
estimations recorded in the preceding section, gambled making perplexity for
the people who searched for clearness and succinctness (Keller, 2006).

Cross cultural communication
• The modern technology and internet have opened up new marketplaces
that allow the companies to promote the businesses to new geographic
locations as well as cultures. The field of study that looks at how individuals
from different cultural backgrounds communicate in different and similar
ways among themselves and how they endeavor to communicate across
cultures. Cross cultural communications helps to bring together such
relatively unrelated areas as cultural anthropology and established areas of
communication (Skelton, Kai and Loudon, 2008). Moreover, its core
objective is to establish and understand how individuals from various
cultures communicate with each other.

Impact of leadership styles on
national culture
When a leader leads a team that time the leader should have a secular
mentality and he should build the same attitude in his team mates so they
can easily interact with the customer of different culture and from a different
language. As per as the secularism the team always maintain a single
language which will be understandable by all because there are the lot of
employers who speaks the different language because they have a different
cultural background and any one language is maintained in the organisation
then it will be very much easy for the employers to communicate smoothly
with each other. It will be fruitful when the employers communicate with the
customer.

Continued:
Participative leadership is the Democratic leadership and also
very much friendly among the employers in this leadership the
leader use to participate in all types of activities with the
employers. In participative leadership, the leader includes the
team member during the time of decision making. During the
time decision, the leader looks after the cultural issues of the
employers and try to keep them satisfied by the decision and
the decision should be universal for the organisation.

Thank You…