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A Cross-National Comparison of Effective Leadership

ull Text (740 words) Copyright Josses-Bass, Incorporated Summer 2000 Workforce, by Jean Britain Leslie and Ellen Van Velour. (1998). Greensboro, NC: Center for Creative Leadership. 53 up. , $15. 00 paperback. A Cross-National Comparison of Effective Leadership and Teamwork is a report on research Jointly conducted by the Center for Creative Leadership (CLC) and SYMBOL Consulting Group. The research uses an assessment Instrument, SYMBOL (System for Multiple Level Observation of Groups), developed by Robert E Bales, who Is a social psychologist and professor emeritus at Harvard university.

The study respondents Belgium, France, Germany, Italy, Spain, and the United Kingdom (U. K. ). Research findings support previous research conclusions that managers in some E. IS. Countries perceive unique value patterns in effective leaders. In addition, this research offers new results, showing a consensus of traits required for team leaders and members of cross national groups in the European Union. The purpose of this research report is to identify similarities and differences in perceptions of effective leadership and teamwork between U. S. Managers and those from the six E. IS. Countries. The research questions explored three themes: E. IS. And U. S. Perceptions of effective leadership; E. IS. And U. S. Comparison of effective leaders to team members; and E. IS. Country comparisons of effective leadership in Europe. The book is organized into four major sections. The first provides a summary of recent research on how value differences relate to perceptions of effective leadership across nations and cultures. As a reference, Appendix A presents earlier research on culturally based attitude and value differences.

The second section discusses the stud’s research methods, sample, and procedures. The respondents were middle- and upper-level English-speaking European (N ,108) and U. S. (N = 793) managers. The managers worked for national and multinational Fortune 500 companies representing diverse industries. The respondents completed the SYMBOL instrument by rating twenty- six items about values associated with effective group leadership and membership. The final two areas describe the research results in detail, and then present general discussion points and conclusions.

Leslie and Van Velour conclude that managers in the countries surveyed all value moderate amounts of dominance, friendliness, and acceptance of authority in effective group leaders and members. The SYMBOL results also indicate subtle culturally based differences in the E. IS. Managers’ perceptions of the same three dimensions. Based on their research, the authors advise U. S. And E. IS. Managers to unify cross-national work teams through friendliness and task orientation. The leader should emphasize cooperation, group cohesiveness, and task orientation.

Effective cross-national teamwork does not require extensive value changes, but simply an emphasis on existing understanding of how to work effectively together. A Cross-National Comparison of Effective Leadership and Teamwork cannot be redirected for its research, data analysis and presentation, and conclusions. However, the notion is not new in the human resource development and management fields that to interact successfully with people of other countries, cultures must be carefully considered (Marauded, 1984).

Nor is it unique to the fields to realize that managers in certain European countries have minor yet unique culturally based value differences regarding work groups (Robbins, 1991). Finally, much useful guidance has already been given U. S. Managers on how to adapt their behaviors in other cultures source development, there are references for practitioners that reveal the complexities of how to work in diverse cultures (Reynolds E Needle, 1993). Thus, the nature of this particular research study adds little to the existing body of literature.