tailieunhanh - Doing business across cultures_12

Cách tiếp cận này không dựa quá nhiều vào các tài sản cá nhân của nhà lãnh đạo, nhưng tập trung nhiều hơn vào hành vi của nhà lãnh đạo, đặc biệt là hành vi có ảnh hưởng đến các buổi biểu diễn và động lực của nhân viên. Rõ ràng ở đây phong cách lãnh đạo trung tâm của sự chú ý. | BUSINESS ACROSS CULTURES factors such as the type of industry or culture. Also it seems unlikely that one can develop physical characteristics such as height gender and skin color. All this has been very helpful for those who say that leaders are born and not made. Furthermore the effectiveness of many of the properties appears to be culturally dependent. For example it is improbable that the traits of a good American leader could have the same impact in Japan or France. A second stream of traditional thought is known as behavioral theory. This approach does not rely so much on the personal properties of the leader but focuses rather on the leader s behavior particularly that behavior which influences the performances and motivation of employees. Obviously here leadership style comes to the center of attention. It focuses on the behavior of leaders towards subordinates and the manner in which the tasks and functions of leadership are conducted. The classic study from Ohio State University conducted in the 40s and 50s concluded that an initiating style exists - for which performance-targeted behavior is initiated with clear supervision results orientation and role clarification - as does a more participative consideration style where leaders aim their behavior at cooperation and satisfaction at work. This model is very much centered on the work of researchers such as Tannenbaum and Schmidt 1973 and Blake and Mouton 1964 who respectively distinguished autocratic versus democratic or participative styles and task-specific versus person-oriented styles of leadership. The weakness of this approach is that it ignores the complexity of the world of the relationship between both styles. Moreover the context culture for example is not taken into consideration in behavior theory and evidence from our research shows this to be important. It is not surprising therefore that the third stream of thought repre 294 THE QUEST FOR A NEW PARADIGM OF INTERNATIONAL LEADERSHIP sents .