Leadership Styles and International Teams Essay

The only commentary of a draw is someone who has chase Peter DruckerThis definition, from Peter Drucker has been a great inspiration source. It generates a lot of interrogations and melt downs us either(prenominal) along this document. Its brief, clear and amazingly relevant. How to define a attractor with proscribed computeing about the psyches who permit to consider them as attraction? Its sometimes difficult to understand how some drawing cards became such important beca engross of our disagreement with their idea, or actions. Dictators argon the perfect example to illustrate it.There were, and argon a mixture of extreme Leaders. exclusively we break to recognize their extraordinary charisma and skills to rise crowd. Technically speaking, they scum bag be considered as archetype flush if they abuse of this personal power to satisfy their own desires and brings ( heedless laws and extremitys of the many). But this ethical problem brings us a nonher question, what s the difference among an efficient and a good attracter? We think its only a question of moral and an efficient drawing card cant be consider as a good one historically speaking.More generally, lead implies influencing employees to voluntarily pursue organisational goals. Thanks to his charisma, a attracter is able to come upon goal (or to choose them execute by others) whereas a manager is able to, convey to his knowledge and his capacity to organize. But its withal workable to be two of them, because managing is a skill that e very(prenominal)one could acquire.Not leadinghip, which is a quality issued from your personality. So we have to question ourselves What is a good attraction? And try to become the outperform as potential thanks to your personality? Firstly, we ar all overtaking to present the contrastive leadinghip focussings circumspection we grouped in 6 categories. Then, we be going to study how to be a good leader in an international squad m ise en scene and finally the particularities of leading an international squad up up.I/ leaders ardors1. overlooking leaders stylesThe leader defines partings and lying-ins he incurs unilateral decision without consulting any elements of the aggroup. He imposes actions to be taken. He expects immediate execution without objection. The compulsive leader doesnt direction about others opinion or suggestions. The leader decides for everything and everybody has to execute his decisions. Moreover he keeps as much power and decision-making authority as possible. This is a one-way converse I rank, you listen. Skills use for this leadership style influence, performance and initiative When to use autocratic leadership style?* When quick decisions desire to be taken or at that place is a limited time for decision making. For example a competitor rival decided to launch suddenly its raw(a) proceeds * When there is no bring to group agreement* When high-level of oversight i s filmed and the need of motivation is not critical. * When new and untrained staff does not know which occupations to perform or steps to fol rugged in the fraternity. In incident sometimes the play along hasnt got time to form an employee or to beg off to him what he has to do exactly in the firmWhat atomic number 18 the limits of the autocratic leadership style?* Employees argon expecting to simply follow the order of battles, and they are not pre jointureptuousness any explanations. * Employees have little opportunities to give suggestions even if it is for the welfare of the arranging. * Passive resistance of the police squad disinterest, disagreement. Lack of motivation and desire. * Some heap tend to use this style for yelling, using demeaning language, and leading by threats and abusing their power. * Sometimes this is not the authoritarian style which is used solely unprofessional style called bossing mass somewhat which is worst and abusive and has no place i n a company drill The autority of Chritine LagardeChristine Lagarde, 56 years old and currently director of the external monetary Fund, is classified 9th in the ranking of women with the greatestpower in 2012 accord to Forbes Magazine. She is now the woman of power par excellence, she is recognized by all for her graphic authority, intelligence and in effect(p)ness. She presides over the destiny of many countries. Christine Lagarde is not afraid to confront the economic crisis and to take important decisions, this is why she has got the surname of Iron Lady of the global economy. 2. Coaching leadership stylesThe coaching leader defines employees roles and tasks but he considers all their in ascribes and suggestion. He asks for ideas before he makes the final decision a group busy with feedbacks a good way to develop team members. The coach spends time with his employees and processs them to develop their strengths and skills, in line with their career. He seeks item-by-i tem autonomy and structure competent teams. This can have long benefits for the company, the leader and besides the employees. This is a two way communicating style between the decision of the coaching leader and the suggestions of the employees, the goal is to help and assist employees Skills used for this leadership style Listening skills, development of others, awareness of emotions, empathy When to use the coaching leadership style?* Help an employee to modify his productivity, to develop his resources, to be more than powerful in autonomy. * To create a team and accelerate the performance of this team in the future * To increase the compositions productivity, growth and the line of crease results in a long term period * To provide guidance and to develop a long-term strength because if the employees put one over the duty actualize, the refine help, it depart be positive for them and for the leader. The company will be more effective What are the limits of the co aching leadership style?* knotty to implement* It does not provide immediate results.* This style is difficult to implement because it is a guideline but at the same time the employee has got autonomy * This style does not work with employees who expect a precise list of tasks to execute (and therefore expect the micro-management)We did a case study of the coaching style of Richard Branson and his company The unadulterated group. It is set out in the Annex.3. Participative leadership styleThis style involves the leader including one or more employees in the decision making process. The leader wants to create a team with his employees without hierarchy. He encourages the staff to participate at the decision making process What do you think?. The leader keeps staff inform about everything that affects their work. He can organized some brainstorming to reap ideas or criticism a project. Moreover this style enhances the creativity and the innovation it yields the company to benefi t from embodied intelligence.Using this style is a sign that the leader respect his employees, it allows them to become part of the team and allows the leader to make better decisions. If there is a problem, the staff will be involved in the solving process Lets go to work to encounterher to solve this Skills used for this leadership style Teamwork and collaboration, conflict management, influence, empathy When to use democratic style?* Leaders want to encourage team building and participation. * Leaders want staff to be involved in decision-making and problem-solving processes. * Leaders want to provide opportunities for personal development and job satisfaction. * If the team mustiness agree with a decision and is responsible for the outcome. * When the leader needs to use the skills and knowledge of his team in order to come up with decision. * When the leader is new and wants to have information on his team.What are the limits of the participative leadership style?* It is ineff icient when it comes to getting quick results * It is inadequate in times of crisis* An employee very efficient can be impatient waiting the opinion of the connection to proceed, and in contrast evasive employees, who prefer not to be involved, may create problems. * Participative time consuming process of decision-making and today time is money spokesperson The participative style of Steve JobsJobs believed in his employees creativity comes from spontaneous mergings You run into someone, and ask what they are doing, you say Wow, and soon you are cooking up all sorts of ideas. Steve Jobs infused orchard apple tree employees a belief that they could accomplish anything, he enjoyed working with teams who intrusted in themselves, who saw themselves as winners. He believed in teams collaboration. Moreover he commented that if a building did not encourage innovation, you stomach the magic sparked by serendipity4. capitalist/Delegating/ Free Rein/Hands off StylesStyle Descripti onLaissez-faire leaders allow pursuit to have complete unaffectionatedom to make decisions concerning the completion of their work. Team members control the day-to-day decisions and involve the leader when needed. It is key that the team understands when to get the leader involved. It ingests the leader to trust nation and their skills, and give the maximal freedom to team members. It allows followers a high degree of autonomy and self-rule, speckle at the same time offering guidance and support when requested. The individuality leader using guided freedom provides the followers with all necessary materials to contact their aims, but does not participate in decision making directly unless the followers request. It is said that the Laissez-faire leadership style, or we may call delegating/free rein/hands off styles, may be the shell or the worst leadership style.If the leader just simply follows the meaning of inactive, doesnt involve participation or intervention at all, wh en he /she leads his or her followers, this style of leadership might become the worst. The two words laissez-faire and leadership are absolute direct opposites. The French term laissez-faire was originally used relative to mercantilism, and is defined in economics and politics as an economic system that functions best when there is no interference by government, and is considered a natural economic order that procures the maximum come up- creation for the individual and extends to the community. lead is defined as an interactive process that provides needed guidance and direction. Leadership involves three interacting dynamic elements a leader, a follower(s) and a office staff. The leaders role is to influence and provide direction to his/her followers and provide them needed support for theirsand the organizations success.This free leadership style is based on the set forth that the leader and the team have a commonalty goal, have a close and reliable relationship. Through th e free leadership style, leaders show a high degree of trust and recognition to the team members, including loyalty and professional skills. Thus, the enthusiasm for the work of the team members is stimulated, and the team can work efficiently. Therefore, the primary factors that affects this leadership style, is the relationship between the team leader and members. When the team shares the same target and the common direction, and the leader has full confidence in his/her own team members, it may be as trustedd to the team members to have free rein to carry out the project and the free style of leadership can be possible to be applied from the beginning to the end. When the members and the leader do not have a unified goal, or the team does not have a common direction or the same target to r severally, the team members will take advantage of this free style leadership for its own sake, harming the interests of the whole team or making a violation of the leader.Because the free rein leadership style gives high degree of autonomy to the team members, and it is an expression of trust in the team members, including the affirmation of loyalty, expertise etc, once the atmosphere of freedom is broken in the leading process, or the relationship between the leader and the team was broken, there will be conflicting, affecting freedom leadership style until the relationship is restored again. Therefore, the implementation of the free style of the leadership, attention should be focused on that the goal is the same, as well as a close relationship with team members. fit GroupWhen the team is highly capable to analyze de situation and have a clear idea of the situation to be taken in a particular situation. * For example, this style can often be found in teams of professionals, such a team of doctors or engineers, as they form to achieve a goal or solve a problem. * When a close monitoring of a decision is not necessary. * When leaders have full confidence in team member s.Unsuitable GroupNot suitable for employees with lower-skills and experience. Free members who are free to take their own decisions can deprivation of motivation. Moreover, thereis no way to check if they do the right thing, this can lead to sad productivity. Decisions can have negative impact on the whole result. 5. Psychological Leadership StyleStyle DescriptionLeaders of this style occupy a special mail in any group. A mental leader motivates group, encourages and supports his /her group members, and takes care of the emotional needs of group members. For example, in a sport team, when a member begins, the leader might ask, How do you like to be supported? Would you like us to be verbal with our encouragement? Would you like us to be softly attentive and add our ideas when asked? Or what? In this leadership style, the leaders play the role of spiritual pillar. He/she is the team leader, team representatives, and even the role of engine room source. They are supposed to be all-powerful, all-knowing, invulnerable, incorruptible, indefatigable and fearless. The Leader is responsible for failure or success.He/she is the superman/superwomen or the guilty. If the President of the United State shows weakness, infirmity or fear, the effect shows themselves soon in the stock market, as well as in political car in any casens and letters to newspaper editors. So the leaders need to have a high degree of personal charm and quality, attract team members to work around him. This leadership mode, the team leader is the charm of the team, the team members to be able to join the team under the team leadership to become the pride. Therefore, in this case, because of the charm of the leaders, the team was able to attract a macroscopic number of talents to enrich the teams strength. The team will gradually grow under the leadership and guidance of the leader. In this team, the centripetal force of the team depends entirely on the personal charm and personal abilities of the team leader.The team leader is like a magician. He continues to attract the attention of the team members, and unites the team members closely. However, this model of leadership has such serious dependence on the leader that any wrong decision of the leaders will result in the error of the team direction. Moreover, the excessive authority of the leader also causes that no one can supervise or correct the errors of the leader. Whats more, once the leader leaves the team, the entire team will face the situation of losing its pillar and vitality. For example, Steve Jobs for the Apple team is not only aneffective leader, but also a psychological leader. Early, Jobs personal creative spirit brought vitality to the whole team. Later, for the reasons of the Board, Steve Jobs left Apple. As a result, the Apple operating nosedived and even face a closure. And then, Jobs was hired to Apple once again. Thanks to his leadership, i series products were developed, and Apple came back to l ife. Since the death of Steve Jobs, Apple product ideas have been questioned, because Apple lost its original creativity and vitality. Suitable GroupWhen members are ready, this is the most effective leadership style. For example, when employees already know their weaknesses and hope to improve their performance, the employees are aware of the need to cultivate new capabilities for self-improvement. Unsuitable GroupWhen the team members refuse to view or refuse to budge their work. As a matter of fact, this style of leadership has an influence on the mind of the team member. If the members are not willing to accept inwardly, it is impossible to make the style of leadership work. 6. Situational Leadership StylesStyle DescriptionThe situational leadership scheme is developed by Paul Hersey and Ken Blanchard. correspond to this theory, there is no single best style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leade rship style to the individual, group or the situation. We can take some daily example to explain because we know some people are always late, when we tell them the time to meet, we will make it earlier than others on the first day of a new colleague, we try not to get angry with him/her, especially he/she is nervous. The Hersey-Blanchard Situational Leadership mannequin contains two fundamental concepts leadership style and maturity level. Leadership style match to this theory, the leadership style, or we can also call the behavior pattern, includes directive (task) behaviors and supportive (relationship) behaviors. Directive (task) behaviors lead members toachieve the goal in one-way chat, like a dominateer of the group. Using methods as below, 1. Provide direction guiding, pointing out the direction of the team effort 2. Setting targets & telling members how to achieve them 3. Using evaluation methods & time lines to help members to get correct information 4. Defining roles, assigning responsibilities to for each one group member Supportive (relationship) behaviors help group members in two-way communication, like a coach in the team, these behaviors may include 1. Asking for resources, raise funds, gaining time for the group2. Solving Problems for the group, including technical problems, social relation problems, etc. 3. Encouraging members, earreach to their thoughts, paying attention to their emotions, boosting their moral. Paul Hersey and Ken Blanchard classified all leadership styles into 4 behavior types, named S1 to S4 S1 Telling is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task S2 Selling while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the processS3 Participating th is is how shared decision-making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior S4 Delegating the leader is still involved in decisions however, the process and indebtedness has been passed to the individual or group. The leader stays involved to monitor progress. Maturity LevelsAccording to the individuals or the group, the suitable leadership style is to be chosen. The Hersey-Blanchard Situational Leadership Theory identified four-spot levels of Maturity M1 through M4M1 They still lack the particular(prenominal) skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task. M2 They are unable to take on responsibility for the task being done however, they are willing to work at the task. They are novice but enthusiastic. M3 They are experienced and able to do the task but lack the confidence or the willingness to take on responsibi lity. M4 They areexperienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task. Developing people and self-motivationA good leader develops the competence and commitment of their people so theyre self-motivated rather than dependent on others for direction and guidance. (Hersey 91)6 According to Herseys the situational book,7 the leaders high, realistic expectation causes high performance of followers the leaders low expectations lead to low performance of followers. According to Ken Blanchard, Four combinations of competence and commitment make up what we call development level. D1 employees are low in competence and high in commitment.D2 employees are described as having some competence but low commitment. D3 employees who have moderate to high competence but may lack commitment. D4 employees are the highest in development, having both a high degree of competence and a high degree of commitment to getting the job done. Advantages of Situational Leadership1) The outstanding reliability. This model has been prove to be an effective method of leadership. Many enterprises tend to use this theory to train leader. 2) The situational leadership theory can be widely applied. It is developed for all types of team. Compared to other leadership styles, which focus only on a specific type of team, situational leadership theory has greater adaptability. 3) Situational leadership model is easy to time lag and apply.On one hand, the concept of situational leadership model is easy to understand, on the other hand, it can tell clearly what to do and what not to do in various(a) contexts. 4) Situational leadership model emphasizes the flexibility of the leader. A successful leader knows how to adjust their leadership lineaments consort to the characteristics of the team, to enhance the teams efficiency. 5) Situational leadership model concerns not only about the le aders but also about the team members. The team members would be more confident and comfortable in their work. Disadvantages of Situational Leadership1) In practice, it is not easy to classify the subordinates level. 2) How to match the actual style of situational leadership? Situational leadership model is just a general leadership style type. How to operate in practice to achieve the goal, it has not been specifically defined. 3) It is not mentioned, how much the demographics will influence the application of the polar leadership styles. 4) Lack of support from the empirical analysis. So far there are just a few surveys or researches done to justify the assumption. II/Leadership Styles in Managing planetary Teams International Managers as a team leaders How to be a good Leader that is the question?A leader is not a friend, not a tyrant but a fair man and a fair business man. His work consists in managing international teams, diverse cultures and personal differences. He has to d istinguish himself as a reference, because working groups need leaders. Moreover, in a whole interdependent business world, Globalization has imposed as a global and required attitude and not only an economic reality any more. But there are diametric styles of leadership reflecting the diversity of the world. That is why, a leader has to regain fundamental tools and establish a strong peck for successful leadership. He has to inspire, motivate and lead a whole team. And do not go away to adapt to different ideals to follow the same road map. It is an everyday-job. 1/ How are perceived Foreign Leaders?First to underline a global imaginativeness of Leadership, we need to know how are perceived foreign leaders in the different countries? Is everyone has the ability to be a leader? Is there only a global leader or a huge amount of domestic leaders? All these responses could help us to understand all the difficulty to be a leader and also the stake to be culturally savvy in order to manage an international team. Let us have a look on different domestic leaders* In Gallic culture A leader should be a strong authority inscribe with a high degree competence. * In French culture The French follow a competent leader, the follow the highest position. The French managers are integrated within an authority vane, pyramid of differentiated power(hierarchical). * In German culture Germans respect competence rather than personality with both individual work and collective work. Indeed creativity and rational outlook are essential for a career success mostly in an entity organized as a network of individual. * In American culture Americans evolve in an autocratic system. They advocate worker participation in management decisions. * In Scandinavian culture They need a participative Leader, Mostly for overlap data and information within the organization. * In Japanese culture Japanese respect social positions, age and status. Indeed, Japan has a close proximity, and a cul ture built around the extended family (fundamental element of life in the Far East) with symbols as the village, the rice field and so on.They points out the cooperative ethos of the East. Eastern culture allows people to play in any way that will benefit the team, encouraging the spirit and score goals. Japan for vitrine encourages innovation and enterprise with a shared vision of the nation. Communication and information sharing are cornerstones of the Japanese corporation through report for instance. * In British culture Instructions disguised as request with a fairness attitude are crucial qualities for Leaders (interpersonal and subjective view in an organization where there is a network of relationships and where things get done through influence). * In Spanish culture Courage and decisiveness with ability to solve issues are the best leaders requests. * In Italian culture Personal relationships are fundamental (family model), recognizing personal confidence of the owner. In addition, The West prefers a culture based on smaller units, encouraged to think for them and to be self-sufficient, to encourage competition. These differences are reflected in the management practices.Westerns need for hierarchical organizations with quadruplex layers of management perpetuating feelings of exclusion, isolation and competition. Westerners assign people through positions and tell workers what they can or cannot do whereas they argue that group cohesion is crucial to productivity and their systems of reward are based on individual effort, and appraisal systems viewed with cynicism because they are open to favoritism. They are Individualists and for them competitive culture prevails. 2/ What are Leaders tasks and Attributes to manage an international team? A leader has move his/her perceptions of the game to win. He needs to know how to change in order to improve the efficiency of his/her team. And in the same time,leaders have to assess his/her followers perception s of the games boundaries, rules and definition of success, because conditions in the global market place are forcing reevaluating the meaning of teamwork, global partnership or even alliances.That is why leaders have to take into account the right signal. But how to read the right signals? Mis depicting the wrong signal, they could lose business opportunities. That is why Observing, Searching and underlying cross-functional, cross-cultural issues in multinationals teams help change team efficiency. Sometimes it requires other additional qualities* Flexibility* Sense of humor* Patience* Sensitivity* Ability to check assumptions* Willingness to listen to others* tenuity* Respect for difference* Trust in the ability of effective teams to outperform individuals It is more or less difficult according to leaders origins. Indeed for Americans it is rightfully difficult, because they have different professional outlooks and backgrounds. And personal leading qualities are innate or acqu ired, sometimes, imposing to pay a role in order to achieve key requirements. Exposure to other countries can just as easily reinforce ethnocentrism as counteract it. International managers can learn many of the skills they need, which are the following and adopt key behaviors a) Applying good judgmentIt is about decent aware of diverse assumptions, spelling them out and checking to see if others share them. That is to say learn to confront without alienating, clarify without prejudging, give and receive feedback without being defensive, centralize information, belief, feel, perceptions and broadcast it. Moreover it requires checking behaviors and showing example, because Leaders have to be models. b) Reading cross-cultural cuesIt depends on high context gestures, facial expressions, tone of voice, nonverbal cues. It implies do homework on the culture in advance (dos and taboos), be prepared spend hours in polite conversation before getting down to business in Japan or Mexico. Inde ed, that knowledge on different cultures is a bonus to profit on. Understand the difference between personal or cultural values, norms to adapt for Multinationals negotiations which differs according each corporate culture and history. Multinationals leaders have to develop ambiguity managing training courses and experience to be the most flexible as possible.They need to use their intuition and rationality to separate personal biases from probable facts. c) Finding a guide not to be manipulated but well-oriented A guide is a model figure that is followed. A Leader needs to be a guide and to the fit the corporation culture. It also infers sometimes becoming coaches or mentors, but not friends. Indeed a lack of proximity could reach a lack of efficiency and rigor. d) Reflecting as well as actingThe international team leader has to be a model and act as one. Because of difference in players and game strategies they must make time to reflect as well as to act because they want long- run results. Moreover the mix of personnel is becoming increasingly international that is why they need to create an environment that rewards openness, frankness, engagement and teamwork. Do either one-to-one or group argueions to be more profitable and have more creative results.The international team leader must decide when to use groups, how to compose them and how to orchestrate meetings so that power plays are controlled and personalities balanced. Adapting and changing, if necessary, from one-to-one management to an effective orientation in the global market place. HR staffs must build up their expertise to meet teamwork challenge. e) Modeling the processTeamwork begins at home. Leaders first examine their own cozy capabilities and then buy or Make a flexible mobile cross-culturally competent team of professionals. f) Selecting the right peopleThrough a set of international assignment criteria tailored to specificculture helps reassure success abroad, developing company-sp ecific and country-specific personal profiles. g) Considering with shareholders commonplace decisions on the best objectives and elements for international human resources have to support plan through code signing. h) Training modificationWith package courses leaders have to make sure people discuss their perceptions on what they actually see. Build the idea of differences because of gender, culture, organizations, age, personal learning styles. Indeed, when people work in groups, they need to make sure members are from a variety of backgrounds in order to cultivate diversity to teach people how to act and react without forgetting developing working rules that will allow each people equal air time. Furthermore, they have to encourage international managers to bring in actual team problems for discussion, role playacting and reflection is substantial.Teamwork must be a driving value within the company and be appropriately rewarded. And HR Staff should develop an internal communicati on network, so that each employee is aware of how different teams work, what they accomplish and what knowledge and expertise they can share. Means as proper selection, training, support and incentives will get international teams outperform individuals. But how can we recognize the leader in any case?There is a practical test take the right to apply sanctions, reward, put his/her veto, predominate individuals decisions about corporation structure. i) Leaders Tasks (ability required)* Simplify Leaders have to resolve value conflicts among his/her followers. * Link action to vision Leaders need to clarify and explain shared goals versus actions required in order to put a strategic and co-working framework. * Be different Leaders must distinguish himself/herself from his/her followers (authority, hierarchy framework). They need to think to the answer of the following question How do you see you leader? Indeed, followers need believing in a winner, sometimes without any sympathy syno nymous with expertise and success managing multinational teams.We can emphasize that leaders distinguish themselves with the following drivers balancing between resolve and severity *Expertise depending on experience, knowledge and understanding of the world. * Personal qualities energy, persistence, memory and insight. * Track commemorate past performance, reputation and ability to dealing with a situation nobody had faced before. * Vision Traduce the corporate strategy broadcast the road map of the group integrating followers through his/her presence. That is to say put ikon on action, identifying key common values and beliefs in order to the whole team can fell involved in. Inspire that vision better-looking an identity of each one linking through staff loyalty, implying the same aspirations. The leaders vision need to be promoted throughout the organization and sustained thanks to every-day actions, with change if required. ** Have a vision learn to communicate a vision to p eople, your team can follow * Communicate it* Believe it* Follow it* Model it* Be passionate Passion is contagious take your passion and make it happen * Be a great decision maker be quick, committed, analytical and thoughtful. * Be a team builder let one of your team members to take responsibilities, dont micromanage and make you available if questions come near. * Be a life-long pupil the world is changing and new resources become available every day. Leader must be aware of new technologies and to share it with your staff. * Communicate clearly recommend you have diverse listeners, make sure you tell everyone in the same way, the same message. * Give an expect respect to earn respect, give it, and get it. * Be knowledgeable leaders must be aware of everyday changes in business and discuss about it within the team, answer to up-to-day questions/concerns. * Be organized in order your staff be. Be exemplary.* Be positive think positive to motivate and work in a positive and effic ient way. ConclusionTo sum up, we have defined a leadership profile. Leaders are individuals who help create options and opportunities. They help identify choices and solve problems. Leaders build commitment and coalitions.They do this byinspiring others and working with them to construct a shared vision of the possibilities and promise of a better group, organization, or community. Leaders engage followers in such a way that many followers become leaders in their own right. The varied demands of an increasingly complex world often require that leadership be shared by many of the members of a group, in ways appropriate for different situations. Be Aware, Be differentIII/ Intercultural management tip an international team The last half century has seen enormous change impacting the way we work. The world is shrinking with advances in information technology playing a crucial role in facilitating the global expansion of organizations. International teams are now a common phenomenon wi th many large organizations structuring their workforce according to function rather than geography. Successful organizations do not hesitate to move their talents around the world to ensure that they have the right skills and knowledge in the right location when necessary. But what does it take to manage such a culturally diversified and geographically dispersed team? What is an international team?The increase both in organizational global mobility and in individual migration means that, most large organizations now employ a multicultural workforce. It is not un ordinary to find traditional teams made up of members from a number of different countries. These team members work for the same organization and may share the same profession, but the fact that they do not share the same cultural background provides them with a different view of the world. As a result, they think and behave differently to each other.Virtual teams are also on the rise as international organizations embrace new technologies to enable geographically dispersed teams to work together cost-effectively and efficiently. This practical(prenominal) and remote working of members from different cultures and across different time zones doesnt come without challenges. Cultural generalizationsIt would be wrong to suggest that team members from one specific cultural background always behave in the same way. Of course, personality, up deliverance, previous experiences and a host of other factors all impact their behaviors. Any team bringing different personalities and experiencestogether can face frustrations and challenges. However, researches have shown that values and attitudes tend to differ according to ones cultural background resulting in different work practices and behaviors. * Do team members prefer to work on individual projects or pool their ideas and resources? * Is it acceptable to show emotion during conflict?* Should they be pass judgment to stay late or take work home in order to finish a project? * Is it ok to interrupt a meeting to take an important phone call? Members of different cultural groups will answer these and other questions differently. Academic researchers such as Geert Hofstede and Fons Trompenaars have shown that cultural behaviors modify according to a series of dimensions on which we can place the countries of our colleagues. Key cultural dimensions include* Hierarchy vs. egalitarianism* Groups vs. individuals* Relationship vs. task* Open vs. occult displays of emotion* Degree of comfort with uncertainty and risk* Work/life balance* Attitudes to time and space* Attitudes to nature and the environmentUnderstanding that individuals belonging to different cultural groups have varying attitudes to these dimensions can help us understand how and why our colleagues and team members sometimes do things differently. For example, a team member from a hierarchical culture such as India tends to be more deferent to their manager and expects approval for each piece of work before moving on to the next stage. Conversely, team members from more egalitarian cultures such as Australia or the USA are usually much more comfortable working autonomously. guidance versus LeadershipThe purpose of management is to make people effective, motivate them, operate and communicate a strategic process. It is the hardest Whilst Leadership is setting a new direction the entity will follow. Leaders are spearheads. Leadership complements management. But both deal with human aspects thatrequire self-awareness, to understand differences, accept and value them. This is a sum up of each ones responsibilitiesLeaders Managers* Cope with change * Set a new direction of that change * Align people * Motivate people by satisfying basics (human needs) * Cope with complexity * Develop capacity to achieve its plans by organizing and staffing * Enquires controlling and problem solving * Budget and plan tip international teams a Global LeaderDefinition proposed b y Mendenhall and al in 2008 Global leaders are individuals who effect significant positive change in organizations by building communities through the development of trust and the arrangement of organizational structures and processes in a context involving multiple cross-boundary stakeholders, multiple sources of external cross-boundary authority, and multiple cultures under conditions of temporal, geographical and cultural complexity. Managers of international teams need to take time to improve their own global cultural knowledge and sensitivity in order to understand the different expectations, priorities and behaviors of their team members. Intercultural training and/or coaching can help managers to develop the knowledge, skills and strategies to manage an international team more effectively. winning the time to learn about other cultures and becoming more culturally curious is invaluable for anyone new to managing an international team. The real challenge is to pre-empt challe nges and frustrations that may arise in an international team and to harness the positives in order to create synergy from the culturally diverse team members. Managers may need to adapt their usual leadership style to maximize the potential of an international team. What has been successful with domestic teams may not always work as well with an international team. Planning, scheduling, trust criteria, expectations of delegation, feedback and regularity of contact will be viewed differently according to the culture of the individual. Good international managers need to adapt their style to take these differences into account. Managers also need to consider different ways of making team members feel valued as an important part of the team. For some cultures being valued as a person is not soimportant as long as their work is respected. Other cultures are more holistic they want to be desire by their manager and appreciated as a person and want to receive credit for the tasks they c omplete.So spending time getting to know team members is essential in the early stages in order to understand the skills and knowledge each individual brings to the team and how to bring out the best in each of them. When the manager form an international team, he needs to be clear and explicit and always uses documents ground rules and processes with input from all the team players to avoid ambiguity at a later stage. Good relationships between the team leader and members are essential but not enough on their own. Team members also need to get on well with each other, even if the team is geographically dispersed. Providing opportunities for team members to share knowledge and experience whether through informal forums or more formal meetings, team building events or training programs will allow the team to build rapport and trust, making it easier to work effectively as a unit.To finish, Global Leadership differs from Domestic Leadership. Indeed Domestic leadership lacks of conne ctedness. A global leader implies a global scope with a management perception, a relationship management and a self-management. It requires cultural sensitivity. A leader has to create relationship, hit the bottom line and merge a common vision and common goals. Global Leadership versus Domestic LeadershipThe increase of competent global leaders has become a key success factors in International Companies. Indeed, implement global strategies keeps on developing the number of constraints. Global talent leads to Global leaders and require understanding differences between global and domestic leadership stakes. Global leaders are distinctive in their scope, their mindset moreover they need to be culturally aware. The difference between global and domestic leadership infers additional complexity. In other words, Global Leaders need to cope with * Multiplicity of issues across a range of diverse dimensions, for instance with different customers, sub judice procedures, regulation and comp etitors. * Interdependence among lots of stakeholders from different culture, countries that is to say with different polices, economies and environmental systems. * Ambiguity in interpreting relationships, cues and signals at the appropriate situation. * Flows interms of transactions, sharing information, values patterns and the last but not the least the organization structure. Ghemawat (2008), a Harvard Professor emphasizes the challenges of global operations linked with the complexity of operating abroad. He say 4 difficulties * Cultural issues as language customs, religion and ethnicities. * Administrative and political issues as laws, trading blocs or currencies. * Geographical issues as physical distances, time zones.* sparing issues as income levels, cost of natural and human resources, infrastructure or information. But Caliguiri, an expert in careers recognized in the Business area, in 2006 claimed the experience blast according to that global leaders distinguish throug h their researches and his or her definition of what leaders do through their tasks and positions. It is a ground approach, much more every day practical. He highlighted the following stakes to be a global leader* Work with colleagues from other countries* Interact with external clients from other Countries* Interact with internal clients from other countries* Sometimes communicate using a second language* Manage and motivate geographically dispersed and diverse employees and teams * Develop strategic business plans on a worldwide basis* Manage a budget on a worldwide basis* Negotiate in other countries or with people of different nationalities * Manage foreign suppliers and vendors* Manage risk on a worldwide basisTo conclude those leaderships skills need to be assess to improve and develop talent and management processes. Because develop talented people and effective global leadership is definitively a competitive advantage for multinational companies. Different communication styl esGood team work is all about good communication. Even in a monocultural team, frustrations can occur all too easily when messages are misinterpreted and communication breaks down. Individuals from different cultural backgrounds usually favor different communication styles varying in terms of directness,formality, and use of silence, non-verbal signals and the levels of information shared. A useful concept is Edward T. Halls high and low context, which illustrates how relationships impact communication and the balance between verbal and non-verbal communication. A high context communicator will have a more indirect, implicit style and will rely more on the shared knowledge and experience than a low context communicator. It is easy to predict a low context team members frustrations with a colleague who seems unable to get to the point and tell it like it is.Asian cultures tend to be much more comfortable with silence rather than Western cultures in which it is more common to fill sil ences or sometimes to even talk over the person who is already talking. How does this impact an international team meeting and what can the team manager do to ensure that everyones opinion is heard? A clear agenda and meeting protocols are essential and the team manager needs to have the skills and awareness to interpret individual reactions and to guide the discussion to enable everyone to contribute. It is really important asking for individual updates or switching roles at each meeting so that different people lead or take the minutes are simple ways of ensuring that all voices are heard. Coping with conflictSuccessful international teams need to be comfortable with conflict and ready to resolve any disputes quickly. Cultural groups that place more importance on the group than on the individual are usually less comfortable with conflict as they value harmony and saving face. This is in contrast to those from individualist cultures who focus more on task than relationship and are usually open in expressing any disagreement.They dont view disputes as personal but simply as something to be resolved in order to get the best results for the project or task. Example French colleague who seemed to be extremely critical of his colleagues presentation but then gave very good feedback to his manager afterwards. He was challenging his colleague to stretch his thinking and to explore other options and possibilities but this didnt mean he thought it was a bad presentation.For a Western manager working with Asian team members it is important to allow them the opportunity to discuss any areas of conflict individually rather than in front of the team as this would potentially cause them to lose face orinduce others to lose face. So, the way leaders manage international teams, cope with conflict, organize and orchestrate team can depend on the organization of the firm and its cultural origin. Moreover, we can distinguish the Horizontal Leadership (Obama) and the Vertical Le adership (Sarkozy). Horizontal Leadership Vertical Leadership* Hierarchical organization * Mechanistic * Controlling resources * Chain of command * Span of control * Knowledge is power * Flat organization * Organic * Sharing resources * Coordinating * Unlocking potential * Knowledge creation ConclusionNow more than ever, there is a great opportunity for international collaboration through international teams. Whether its a single project or a long-term assignment, by taking a proactive approach to recognize the potential challenges of international teams, organizations can reap the benefits and create an international structure that ensures that their top talents are utilized to the best of their abilities and efficiency. International team leaders need to step back from usual assumptions and methods and put themselves in the shoes of their colleagues from other cultures. Re-evaluating what has worked well in the past, taking time to understand the preferences of each team member an d finding common ground for all, will help to form a united and effective international team. Be a global leader, manage an international team is definitively an every-day job dealing with the hardest human factors.ConclusionSo, we have seen how important the leadership in the actual world is. No matter what is its form, its generally a real pro for a team. Managing an international team is a hard task that leadership can simplify. Its necessary to understand that Leadership styles management are listed and defined, but its complicated to give advice about how leading because the person you are in relation with will impact a lot your leadership style. It will sometimes be more efficient to be autocratic whereas it was useless in a previous similar situation.The leader, to be the best as possible needto be a good manager and also mix all the different leadership styles in order to take the best from each one. Even if its pretty idealistic, this is the advice we would give in order to be a good manager. But is a good leader enough to manage an entire company?Tables des MatiresThe only definition of a leader is someone who has followers1I/ Leadership styles2II/Leadership Styles in Managing International Teams International Managers as a team leaders121/ How are perceived Foreign Leaders?122/ What are Leaders tasks and Attributes to manage an international team?13a)Applying good judgment14b)Reading cross-cultural cues14c)Finding a guide not to be manipulated but well-oriented15d)Reflecting as well as acting15e)Modeling the process15f)Selecting the right people15g)Considering with shareholders16h)Training modifications16i)Leaders Tasks (ability required)16Conclusion18III/ Intercultural management Leading an international team18What is an international team?18Cultural generalizations19Management versus Leadership20Leading international teams a Global Leader20Global Leadership versus Domestic Leadership22Different communication styles23Coping with conflict24Conclusio n25Bibliography, Videos sources and Study Case27Bibliography, Videos sources and Study Casehttp//www.youtube.com/watch?v=Y47qRvPHoVUhttp//www.youtube.com/watch?v=hPfRKu05bkQ& mark=related http//www.youtube.com/watch?v=ptKNVsf7b9Y&feature=related http//www.youtube.com/watch?v=FCtfV8tsphohttp//www.communicaid.com/cross-cultural-training/culture-for-business-and-management/leading-across-cultures/index.php http//www.ehow.com/info_8210591_cross-cultural-leadership-styles.html http//www.legacee.com/Info/Leadership/LeadershipStyles.html Hersey, P. and Blanchard, K. H.. Management of Organizational Behavior 3rd Edition Utilizing Human Resources. New Jersey/Prentice Hall, 1977 Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager Increasing Effectiveness through Situational Leadership. New York Morrow, 1985 Ronald Goodnight. Encyclopedia of leadership Laissez-faire Leadership. Sage Publication, 2004Study Case Richard Branson Basic Example for Leade rship1. How it all beganSir Richard Branson is one of the worlds most eminent, creative, innovative and highly successful entrepreneurs of all time with a net worth of over $4.2 billion. Being the very epitome of a true business leader, he has gone through numerous difficulties to be able to found the pure Group, establishing a unique approach to leadership, which has attracted quite many followers all over the world. He has proved himself as the master of serial entrepreneurship, perfecting his one of a kind leadership style over the years. Born in 1950 and educated in Stowe in the United Kingdom, Richard Bransons first business venture was setting up a Student Magazine at the age of sixteen.This was initiated after his final decision to drop out of school, most probably due to the hardships he had faced in his earlier childhood, caused by his having been diagnosed with dyslexia. However, despite Bransons poor academic performance, in 1970 he founded Virgin as a mail order record retailer, which later turned into one of the most well-known brands in the world. During the following years, Virgin Records was established, which signed such prominent artists as Mike Oldfield, the Sex Pistols, the axial rotation Stones, etc. The Virgin brand continued to grow during the next decades as Branson expanded his enterprise by founding theVirgin Atlantic Airways, and also starting time a Virgin record label in America.With around 200 companies in over 30 countries, the Virgin Group has now expanded into leisure, travel, tourism, mobile, broadband, TV, radio, harmony festivals, finance and health and through Virgin Green Fund his company is now investing in renewable energy and resource efficiency. Moreover, in 2005, the Virgin Galactic, a space tourism company, came into existence, where the intention is to eventually reach orbital trips around the globe as well as go to the Moon. Branson has been named a transformational leader in the field of management, with his m averick strategies and his stress on the Virgin Group as an organisation driven on informality and information, one that is bottom-heavy rather than smothered by top-level management.2. The unique personality behind the face of Richard Branson Being a great leader is not an easy task to be achieved, and there is a certain set of personal characteristics, which are intrinsic to Richard Branson himself and make him the unique entrepreneur he is. Firstly, passion is of essential priority for the successful fulfillment of various tasks. It is the quality, which gives you the stimulus to further improve the performance of your company and develop your business ideas. Hence, Branson should definitely be considered a real passionate leader due to his invariable striving for perfection and sincere commitment to contributing to peoples welfare.On the Virgin Groups corporate website it is mentioned that the company is giving give to other firms as well as holding their hand through their d evelopment, as this pinpoints the exceptional supportive attitude of the company towards its staff. Secondly, the next personal characteristic of paramount importance happens to be courage in the form of having the guts to take risks and initiatives. One emblematic decision of Branson to switch bank due to poor support and advice for Virginia records led to the companys ultimate survival.Additionally, there are many examples of Branson, jumping into different ventures such as is the case with the space tourism-related Virgin Galactic. This enterprise was extremely risky and brave, yet very profitable as well. Despite the substantial uncertainty involved, Branson has showed several times he is excellent in risk management as well. When starting a new venture, he usually shares the risk with other investors, but also makes sure the risk is minimize doe eachparty. Thirdly, creativity along with having knowledge of the business you are in is a combination of personal features, which a re fundamental in being a great leader. There is no denying Richard Bransons extraordinary creativity, given the variety of industries his businesses operate in. From airlines to record labels, he has managed to build a steady empire. What is more, he has a profound knowledge of not only the business he runs, but the existing competition as well, which has led to a constant increase in the companys profits.Fourthly, in spite of having insight into different situations, it is also very important to be frankly motivated to do the right thing. Branson has shown the world his open and kind nature to create something he is proud of. Actually, he mentions this as his underlying philosophy of business to do something for the sake of improving other peoples lives, not merely making money. other positive feature of his adaptability has also helped him in achieving this task, as he is now engaged in numerous environmental initiatives and research. 3. Bransons leadership styleManagement is about doing things right, leadership is about doing the right thing, says Peter Drucker. Sir Richard Branson has developed his outstanding leadership style through the years and has proved it actually works. It can be best described as participative leadership. He makes sure to involve his subordinates as well as other stakeholders in the decision-making process in order to be able to extract various constructive opinions, which would aid to the flourishing of the business. Branson himself outlines that one cannot be a good leader unless he genuinely likes people. As a result of this, his leadership style is based on a few very simple and down-to earth rules, and namely * Smile. Everything gets much easier if you show a friendly face. * Have fun at work.* Believe in your ideas, employees and colleagues.As we can see, Branson puts a serious emphasis on human resource management. He strives to find people, who have innovative ideas and are determined to give 100% to achieve their goa ls. He insists that all of his employees should be company-oriented, sharing common values, co-operating with one another in their work to beat up competition. Consequently, the humanresource management system is built, so that the staff is constantly motivated and encouraged to improve his/her performance, being given certain benefits such as bonuses, profit sharing or any kinds of progress available. 4. Bransons leadership qualitiesA magnificent businessman, an inquisitive person, a truly caring human being, Sir Richard Branson possesses a set of leadership qualities, which only few entrepreneurs in the world have. It is his leadership abilities which make him stand out and have helped him build his empire of businesses. I shall mention the quintessential ones in order to analyze his image much better. First of all, Branson claims he has learnt his management skills through trial and error since founding his first business when he was sixteen. Nowadays, his main efforts are conce ntrated into achieving an effective time management. He divides his days equally between trouble shooting, new projects and promoting his businesses. He is regarded as a genius at handling and preparing PR activities and is never afraid of being in the limelight. Next, another skill of his is the ability to delegate work to his co-workers and management staff, leaving them to get a stake in the business and try to develop it as much as they can. He surely spends a great deal of time to build a certain business, but he also wants to recruit such people, who would be able to run it without him, thus taking a step back.Moreover, Richard Branson is famous for his belief that if one looks for the best, he will get the best. He is really precise when it comes to hiring potential employees. After a thorough selection has been conducted, he gets them to stay in the company regardless of the mistakes they may make. He is more likely to bring specific people into another venture where the per son is more likely to perform well according to his/her capabilities, than just fire them. With his likeable personality and professional leadership style, Sir Richard captures everybodys attention with his openness to people and devotion to their well-being. He considers failure as an infelicitous occurrence when leaders avoid the reality of business. What is one of his guiding principles is that one has to trust the people with whom he works and learn from their mistakes. Blame, bitter accusations and recriminations are pointless. Another leadership quality to be highlighted is Bransons striving to build tight interaction between managers and employees.Heencourages his staff to write to him with whatever suggestions they come up with, which would be of benefit to the future success of the company. He assumes that motivational strategies extend to innovative ideas, so he tries to listen to as many propositions as possible and offer his professional feedback. The development of a b ond with his team is an essential part of his everyday work. Following this feature, Sir Richard also gives his all to inspire people to think as if they were entrepreneurs themselves, and to treat them as adults. He believes that in order to make workers perform better, they should be given more responsibilities, which inevitably activates their self-conscience. Last but not least, one of Bransons main positive leadership characteristics is that he sees no one way to run a successful business, because what works well today, may not work at all tomorrow. This adds up to the point of trial and error mentioned above. Branson considers there are no strict rules to be followed just do what you believe is the best for you. When one makes a mistake, he stands up and learns how to avoid it in the future. He wittily mentions that this is the recipe for success and above that it deprives one from the grim want to scream at the sight of a bullet points list.