Leadership Styles and Management Styles

Main Ideas on Leadership and Management Styles:

• Consensus and sense of responsibility: Consensus would be the idea of making all members of an organization to participate in Decision Making processes, and getting to agreements in some extent so consensus creates a good environment to work in. Responsibility would be assuming the consequences of the agreements.
• In some organizations (In Germany, for example) consensus is omnipresent. It has an important part in day-to-day management.
• "The way a company functions varies according to defferent professional sectors" (Piette, 2004)
• "When there is a consensus, it is not possible to change it" (Piette, 2004) Making decisions is a serious process where consensus takes an important role. The question would be if it is just consensus or passive obedience towards the decisions taken before.
• Consensus in participative Decision Making processes is very important because a chance for everybody to be listened is given, so it is an inclusive process.

Leadership. Retrieved on March 6th, 2011 from: http://luistorodupouy.blogspot.com/2010/09/leadership-what-is-it-exactly.html

Management Style similar and distinct across borders:

• Labeled Convergence: As countries develop, mamagement styles will converge to a model found in developed countries. (Lee et al., 2000)
• Comparative Cultural Approach: A wider set of cultural norms in each society is a powerful force for differentiation across borders. (Lee et al., 2000)
• Japanese firms, for example believe in consensus and group loyalty as principles within organizations, according to Lee et al. in their study on Japanese firms in 2000.
• Internal as well as external factors are key issues when shaping Management Styles across borders. For example, "National culture is an important determinant of a national management system". (Lee et al., 2000)
• Sometimes, firms try to solve managerial problems by imitating practices of other organizations, but it has to be taken into account the main characteristics of the organization. If don't, these strategies can lead to failures.

Management. Retrieved on March 6th from: http://dotmanagement.com.ar/blog/tag/management/

• Cultural embeddedness and technological capability are influential on the strategic business model of the emerging markets under globalization. They can work together in complementary ways to create competitive advantages. (Gupta, 2003)

References:

-Piette, Jean-Jacques. 2004. "Understanding management German style". Les amis de l'école de Paris.

-Lee, Jangho, Thomas W. Roehl, & Soonkyoo Choe. 2000. "What makes management style similar and distinct across borders?" Growth, Experience and Culture in Korean and Japanese firms. 631-52.

-Gupta, V, Wang, J. (2003) "Globalization and Convergence - Divergence debate: Strategic Perspectives for Emerging Markets". Journal of business and economics research. February 2003, Vol. 1 Iss: 2.