Cultural Influences on Leadership in Canada: A Comprehensive Report

This report analyzes leadership styles within the Canadian cultural context, emphasizing the prevalence of diplomatic leadership strategies. It explores how flattening hierarchies and the influx of Millennials have influenced communication and decision-making processes in Canadian workplaces. The report discusses the importance of creating an environment where employees feel empowered and valued, highlighting how this approach fosters synergy and supports leadership development. It references key concepts such as authentic leadership, the authenticity paradox, and business diplomacy, illustrating their relevance in building trust, promoting employee engagement, and driving overall organizational success. The report also examines how managers can act as facilitators, fostering teamwork and ensuring that each person utilizes their strengths to achieve defined objectives and deadlines. Ultimately, the report underscores the benefits of diplomatic leadership in enhancing business outcomes by uniting employees and creating a strong sense of self-belief.

Culture and Leadership
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Authentic leaders create openness and honesty in their relationships with their followers in
order to establish trust. Herminia says in the Harvard Business Review essay that we are
unable to experiment with new ideas because we have a rigid sense of who we are. Herminia
Ibarra, author of the Harvard Business Review piece "The Authenticity Paradox," contends
that people may be too honest in their efforts to achieve success (Ibarra, 2017). The point is
that leaders may lose their effectiveness if they maintain a rigid image of themselves, while
being too flexible may cause them to seem dishonest on the other hand (Ibarra, 2017).
When individuals encounter new cultures that contain a variety of leadership traits, it may be
challenging for them to adjust. They are more often than not followed in the business platform
of Canada by a diplomatic leadership strategy (Chamorro-Premuzic & Sanger, 2016). In the
corporate environment, a diplomatic leadership culture may be useful since it gives a wide
number of changes to its workers, allowing them to feel appreciated in their positions of
authority. Recent years have seen an increase in the adoption of flattening hierarchies
throughout the country, which may be attributed to the start-up boom and the entrance of
Millennials into the workforce (Corpuz, 2021). The management and his staff are now able to
communicate in a more informal, although still courteous, manner. They are also encouraged
to express their opinions in a group setting. Managers often convene meetings with their staff
to get feedback before making big decisions. Managers seek to create an environment in
which their workers feel empowered to make decisions.
It may be claimed that businesses tend to expand in a rapid rhythm under such diplomatic
leadership cultures and that this supports managers in developing their leadership abilities. It
is part of their mission to bring out the best in the other team members, which is also part of
their mission. In order to maximize the advantage of the business as a whole, managers must
foster synergy among team members and ensure that each person is using his or her
strengths to the fullest extent possible (Alammar & Pauleen, 2016). They may act as a role
model for younger employees and, more generally, they may contribute to the success of the
whole firm. A manager's role as a facilitator is to assist their team in achieving choices based
on defined objectives and deadlines. Having diplomatic leadership in your corporation may be
quite beneficial to the bottom line of your firm (Chamorro-Premuzic & Sanger, 2016). As long
as people are feeling good about what they're doing, it is possible to inspire them. This kind of
organizational culture assists leaders in uniting their employees behind them, building a
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strong bond that enables a unified voice to be heard once a project is completed, which is
critical for success. This strategy helps workers develop a feeling of self-belief as a result of
their experiences. Whenever one person benefits from these advantages, everyone wants a
piece of the action.
References
Alammar, F. M., & Pauleen, D. J. (2016). Business diplomacy management: a conceptual
overview and an integrative framework. International Journal of Diplomacy and
Economy, 3(1), 3. https://doi.org/10.1504/ijdipe.2016.079170
Chamorro-Premuzic, T., & Sanger, M. (2016, May 6). What Leadership Looks Like in Different
Cultures. Harvard Business Review. https://hbr.org/2016/05/what-leadership-looks-like-
in-different-cultures?utm_source=canadatalents
Corpuz, J. C. G. (2021). Adapting to the culture of “new normal”: an emerging response to
COVID-19. Journal of Public Health, 43(2). https://doi.org/10.1093/pubmed/fdab057
Ibarra, H. (2017, July 18). The Authenticity Paradox. Harvard Business Review.
https://hbr.org/2015/01/the-authenticity-paradox
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