{"id":11792,"date":"2023-06-21T10:46:00","date_gmt":"2023-06-21T15:46:00","guid":{"rendered":"https:\/\/therealdaily.com\/?p=11792"},"modified":"2023-06-21T13:04:03","modified_gmt":"2023-06-21T18:04:03","slug":"leadership-cultures","status":"publish","type":"post","link":"https:\/\/theamericangenius.com\/housing\/editorials\/leadership-cultures\/","title":{"rendered":"What can we learn from other cultures about leadership?"},"content":{"rendered":"

I don\u2019t believe in leadership… really!<\/strong><\/em><\/p>\n

In my experience, more often than an example of someone exhibiting a worthy strategy for advancing the goals of an individual or group, I’ve found \u201cleadership\u201d to be a buzzword translating roughly to a skeevy sales pitch that sounds something along the lines of: \u201cConcerned you lack both ideas and skills? Don\u2019t worry! Here are social strategies you can use so no one will notice your absence of merit until it is far, far too late.\u201d<\/p>\n

At best, it\u2019s a marketing term used to take advantage of insecure people who actually do have good ideas or solid skills.<\/p>\n

At worst, and let\u2019s be honest here; when I wrote my little screed about leadership, how many of you immediately had a face and\/or name of someone in mind?<\/p>\n

Possibly more than one, even?<\/p>\n

It\u2019s OK.<\/p>\n

This is a safe space.<\/p>\n

Egalitarianism and hierarchy<\/strong><\/p>\n

Imagine my surprise, therefore, to come across a piece on leadership with real value<\/a><\/em>.<\/p>\n

Over at the Harvard Business Review, Erin Meyer has built a useful metric for leadership styles. Her purpose is to establish the different expectations that exist for business leaders in multiple cultures (though the metric is applicable as a trans-cultural concept as well).<\/p>\n

The two axes of her graph are \u201cegalitarianism\u201d and \u201chierarchy.\u201d<\/p>\n

\u201cEgalitarianism\u201d tracks the degree to which employees expect involvement in the decision-making process.<\/p>\n

\u201cHierarchy\u201d reflects the degree to which employees defer judgment (and responsibility) to their organizational superiors: think top-down vs. bottom-up.<\/p>\n

The intersection of the two creates four strong categories, all of which need to be in a good leader\u2019s repertoire<\/a>, which I’ve listed for you below:<\/p>\n

High egalitarianism: top-down<\/strong><\/p>\n

I start with this one because I\u2019m from the USA, and this is us. American employees on the whole expect to be involved in decision-making, especially when the decisions involve them.<\/p>\n

That said, for all our open-plan offices and open-door policies, let\u2019s be real: we\u2019re a top-down bunch. Ultimate responsibility still rests with El Jefe, who makes the call and takes the consequences thereof.<\/p>\n

In that environment, employees (should) get input, but once the call is made, they\u2019re expected to go along with the decision and adjust to its consequences. A good leader in this setting makes sure everyone is involved in the process.<\/p>\n

The cutoff in responsibility that occurs when the decision is made can lead to discontent if an employee feels insufficiently involved since they\u2019re expected to live with the consequences of a decision they don\u2019t feel they were part of. Conversely, depending too much on employee input can give employees an impression of \u201cweakness\u201d on the part of the leader.<\/p>\n

Low egalitarianism: top-down<\/strong><\/p>\n

By the heading, this probably sounds like the widely admired “Do What I Say, peon…”<\/em> approach to leadership.<\/p>\n

It isn\u2019t, really.<\/p>\n

Rather, it reflects a different distribution of responsibility, one that places a distinction between decision-making, which is seen as the sole responsibility of the designated leader, and implementation, which is what the employees are for.<\/p>\n

Meyer memorably cites an American company working with a Chinese one in which the management was shocked to learn their egalitarian management style had led to them being perceived as not just incompetent, but arrogant, since what they saw as open-minded suggestion-box management, their Chinese employees perceived them as failing to do their jobs, then acting as if they\u2019d done their employees a favor. Meyer also sorts major business cultures like Russia and Brazil into this category.<\/p>\n

Obviously, in a setting like this, a responsible leader has to make clarity a priority. The process is vital: here\u2019s where your <\/em>responsibilities fall, here\u2019s where my <\/em>responsibilities fall. In addition, obviously, no leader can function without input.<\/p>\n

Incorporating contributory opportunities into a rigorous decision-making process avoids misplaced egalitarianism while still involving workers with the changes that will affect their lives.<\/p>\n

High egalitarianism: bottom-up<\/strong><\/p>\n

It’s a decision by debate, more or less. In this environment, the leader does less \u201cleading\u201d in the “buzzword” sense and more facilitating, encouraging everyone involved with the decision and likely to deal with its consequences to make their voice heard.<\/p>\n

Meyer notes that this tends to be the decision-making process that takes the longest (go figure), but also one that can lead to high employee morale and a clear sense of involvement.<\/p>\n

A successful leader in this setting does their best work making sure every view is heard and, as decision-making time nears, everyone is on board.<\/p>\n

Good news for would be leaders: this business culture is characterized by the least pushback after a decision is made.<\/p><\/blockquote>\n

Low egalitarianism: bottom-up<\/strong><\/p>\n

This is characteristic of business cultures where high regard for formal authority interacts with an involved, informed, worker culture.<\/p>\n

Authority still rests with the person at the top of the perceived structure, but the decision itself is made in groups, with the authority figure implementing and taking responsibility for the decision reached by consensus.<\/p>\n

This can be a tough environment for would-be leaders, combining as it does a high degree of responsibility with comparatively little control. The best leadership strategy in this setting is a \u201cfirst among equals\u201d approach, guiding discussion without dominating it and taking responsibility, and exerting influence when making the decision and managing its consequences.<\/p>\n

Erin Meyer\u2019s work is a masterclass of serious assessment of leadership in the workplace. It\u2019s an analysis, as well as a how-to, and repays a close look by anyone who is less interested in \u201cbeing a leader\u201d and more interested in actually leading.<\/p>\n","protected":false},"excerpt":{"rendered":"

There are those who enjoy “being in leadership\u201d and then, there are those that are more interested in actually leading. Let’s break it down.<\/p>\n","protected":false},"author":337683,"featured_media":19716,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"wds_primary_category":0,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[254],"tags":[516,1149,1234],"class_list":["post-11792","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-editorials","tag-leadership","tag-management","tag-real-estate-news"],"jetpack_featured_media_url":"https:\/\/theamericangenius.com\/housing\/wp-content\/uploads\/sites\/2\/2022\/05\/leadership-shown-in-meeting.jpg","jetpack_sharing_enabled":true,"amp_enabled":true,"_links":{"self":[{"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/posts\/11792","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/users\/337683"}],"replies":[{"embeddable":true,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/comments?post=11792"}],"version-history":[{"count":42,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/posts\/11792\/revisions"}],"predecessor-version":[{"id":20197,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/posts\/11792\/revisions\/20197"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/media\/19716"}],"wp:attachment":[{"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/media?parent=11792"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/categories?post=11792"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/theamericangenius.com\/housing\/wp-json\/wp\/v2\/tags?post=11792"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}