Cultural expectations and leadership

Read an article about the different cultural expectations of a leader to practise and improve your reading skills.

Instructions

Do the preparation task first. Then read the text and do the exercises.

Reading text

Gabriela worked for a multinational company as a successful project manager in Brazil and was transferred to manage a team in Sweden. She was excited about her new role but soon realised that managing her new team would be a challenge.

Despite their friendliness, Gabriela didn't feel respected as a leader. Her new staff would question her proposals openly in meetings, and when she gave them instructions on how to carry out a task, they would often go about it in their own way without checking with her. When she announced her decisions on the project, they would continue giving their opinions as if it was still up for discussion.

After weeks of frustration, Gabriela emailed her Swedish manager about the issues she was facing with her team. Her manager simply asked her if she felt her team was still performing, and what she thought would help her better collaborate with her team members. Gabriela found her manager vague and didn't feel as if he was managing the situation satisfactorily.

What Gabriela was experiencing was a cultural clash in expectations. She was used to a more hierarchical framework where the team leader and manager took control and gave specific instructions on how things were to be done. This more directive management style worked well for her and her team in Brazil but did not transfer well to her new team in Sweden, who were more used to a flatter hierarchy where decision making was more democratic. When Gabriela took the issue to her Swedish manager, rather than stepping in with directions about what to do, her manager took on the role of coach and focused on getting her to come up with her own solutions instead.

Dutch social psychologist Geert Hofstede uses the concept of 'power distance' to describe how power is distributed and how hierarchy is perceived in different cultures. In her previous work environment, Gabriela was used to a high power distance culture where power and authority are respected and everyone has their rightful place. In such a culture, leaders make the big decisions and are not often challenged. Her Swedish team, however, were used to working in a low power distance culture where subordinates often work together with their bosses to find solutions and make decisions. Here, leaders act as coaches or mentors who encourage independent thought and expect to be challenged.

When Gabriela became aware of the cultural differences between her and her team, she took the initiative to have an open conversation with them about their feelings about her leadership. Pleased to be asked for their thoughts, Gabriela's team openly expressed that they were not used to being told what to do. They enjoyed having more room for initiative and creative freedom. When she told her team exactly what she needed them to do, they felt that she didn't trust them to do their job well. They realised that Gabriela was taking it personally when they tried to challenge or make changes to her decisions, and were able to explain that it was how they'd always worked.

With a better understanding of the underlying reasons behind each other's behaviour, Gabriela and her team were able to adapt their way of working. Gabriela was then able to make adjustments to her management style so as to better fit the expectations of her team and more effectively motivate her team to achieve their goals.

Discussion

Download
Worksheet86.47 KB

Language level

Do you need to improve your English reading skills?
Join thousands of learners from around the world who are improving their English reading skills with our online courses.
No votes yet

Submitted by Monica Kenneth on Tue, 17/11/2020 - 11:05

Permalink
Personally, I think the role of manager should be initiative and perceived.

Submitted by cittàutopica on Thu, 05/11/2020 - 17:10

Permalink
Many investigations about management demonstrate the validity of the "democratic" management style; but this doesn't change the fact that, in all the organisations, there's a graduation of responsibility (which a remunerative distinction corrisponds with) that is essential for an optimal trend of the company or the institution.

Submitted by Denise on Fri, 09/10/2020 - 10:08

Permalink
I’m Brazilian and I know how things works there and the high power decision works well for me as the manager gains more money they obviously need to have more responsabilities.
Profile picture for user Hennadii

Submitted by Hennadii on Thu, 08/10/2020 - 16:58

Permalink
It's hard to describe the manager's role in a few words. I have already enough experience of working with different types of managing: from heavy-handed and autocratic to democratic, more democratic, and even anarchistic. I think there isn't a simple answer to what is best. Of course, the radical ones, definitely, are not the best choice, if you ask. No one wants to work in a tough atmosphere of pressure, distrust, and despotism. On the other hand, when your manager looks like a waste of space, it doesn't motivate you to give 110% at work. So, I'm sure that the best managing style must be a balance of the boss's confidence and his readiness to listen to his team. A good manager has to be a craft professional, can motivate and hear out. Must be strong when needed and give the initiative to his subordinates when it looks more suitable. Well, it's obviously not easy to be the good in that management business but it's still worth a shot )) As for me, I used to work with many bosses, and some of them were pretty good.

Submitted by tlemos on Tue, 29/09/2020 - 21:37

Permalink
There is a management model which is called Management 3.0. In this model, people feel engaged, its ideas are put into practice and then all the team is part of successful.

Submitted by Benaz on Wed, 23/09/2020 - 21:51

Permalink
The role of a manger should be one the seeks to lead by example in the way that he guides his subordinates, listens to their inputs and incorporate their ideas in the final decisions.

Submitted by Roblox on Thu, 10/09/2020 - 18:50

Permalink
I like working in high power cultures where is a manager is a person who is responsible. This will eliminate the confusion of who in charge of the tasks.

Submitted by Rorro01 on Sat, 05/09/2020 - 03:23

Permalink
I personally believes to work in an enviroment of low power distance encourages the openness and confident of the team members . The role of the manager is to make decisions but it depends on him if the decisions goes from an hierachical way of leading or a more democratic one. The Sweden style of management promotes participation of the whole team which means opionions are taken into consideration and enrichens brainstorming of ideas that the manager should canalize in order to have the best alternatives that suit the requeriments of the project.

Submitted by Tania Jrz A on Wed, 19/08/2020 - 20:01

Permalink
I think the low power distance is a really good way to work, the manager should always stay humble and give importance to all the members as long as they are respectful giving their opinions.

Submitted by Jackson Nicola on Wed, 19/08/2020 - 10:10

Permalink
The role of a manager is to make a decision. He can distribute his power to his team but the responsibility belongs to him. In my opinion, the role of a manager is that. On the other hand, style of it can be changeable according to cultures or countries.