When you think of great leaders, names like Nelson Mandela, Martin Luther King, Bill Gates, Barack Obama or Gordon Brown may come up. But what makes a leader a good leader? Being a good leader requires a lot of things and therefore not everybody can be a successful leader. “Leaders can be born, elected, or trained and groomed; they can seize power or have leadership trust upon them” (Lewis: 2006, p.104). They can be democratic or autocratic, individual or collective, ascribed or merit-based, imposed or desired (Lewis: 2006). Consequently, there is no such thing as a perfect leadership style which works in every situation and with all followers; there usually is no ideal way of leading – there is only a better or worse way (Larkin: 2008). That is one of the reasons why a good leader needs to have the ability to use many different styles in order to succeed (Broadbent, Kitzis: 2005). It is a false conclusion that the well-adopted hard skills of a manager inevitably lead to economic success. Those hard skills form the foundation of a strong, effective and recognized leader, but nowadays further acquirements are an absolute must. Endurance, universalism, knowledge of human nature, communications, collaboration and work input are inevitable (Eckert, Drath: 2009). Additionally to the fact that it is in any case difficult to find the ideal style for every situation and every follower, cultural differences set up another challenge: communication styles, gender, uncertainty avoidance, power distance, individualistic versus collectivistic, etc. play an important role if it comes to finding the most ideal style (Ledlow, Coppola: 2011). Several scientists support the idea of “a culture specific view of leadership indicating that unique cultural” (Paṣa, Kabasakal, Bodur: 2001, p.565) traits such as religion, language and values require explicit leadership approaches in unequal societies.
Table of Contents
1 Introduction
2 Leadership and Culture: Theoretical Background on Leadership Theories and High- and Low-Context Cultures
2.1 Leadership styles
2.2 High- and Low-Context Cultures
3 Cross-Cultural Leadership: Leading across High- and Low-Context Cultures
3.1 Germany
3.2 Turkey
4 Conclusion
Objectives and Topics
This work aims to examine the most common leadership theories and their practical application within high- and low-context cultures, specifically focusing on the prevailing leadership styles used in Germany and Turkey. The research seeks to identify how cultural norms and values influence leadership effectiveness in these two distinct national environments.
- Theoretical foundations of leadership styles and models.
- Distinction between high-context and low-context cultural dimensions.
- Comparative analysis of leadership practices in Germany.
- Comparative analysis of leadership practices in Turkey.
- Integration of cultural perspectives in cross-cultural management.
Excerpt from the Book
3.1 Germany
Germany – a land of invention, a political and economic powerhouse (GDP of $ 2,932,036 million) located in the heart of Europe and has nine borders to European countries (Schulte-Peevers: 2010). Leadership is a much discussed topic in Germany – where large companies, such as Mercedes, Siemens or Ratiopharm, are at home, good leaders are required. Nevertheless, due to well-known historical incidents the literal translation of the word ‘leader’ into German (‘Führer’) has a negative connotation. This ‘Führer’ is “a dark charismatic with an evil vision” (Brodbeck, Frese: 2007) of which the crowd is afraid of. Germany is scared of the possibility that a visionary leader could turn out to be or turn into such an evil-visioned charismatic dark leader. This is one reason why Nicholas Hayek, the founder of Swatch, once stated that nowadays there are far too many managers, so to say people who are able to both conduct an orchestra and play Beethoven or Mozart clinically and without any emotion. However, the time of Mozarts or Beethovens is over (Gurowitz: 1998, p.3).
The stereotype of a German businessman is punctual, correct, polite and keeps distance; he is fact-oriented, well-organised and stiff. Additionally, Germans prefer written communication to verbal communication which underlines their exactness and formality. They are meant to lead with authority and control, while at the same time making their followers participate (Lewis: 2006).
Summary of Chapters
1 Introduction: This chapter introduces the research context, providing a working definition of leadership and outlining the study's focus on comparing leadership styles in Germany and Turkey.
2 Leadership and Culture: Theoretical Background on Leadership Theories and High- and Low-Context Cultures: This section details the historical evolution of leadership theories and establishes the framework of high- and low-context cultures developed by Edward T. Hall.
3 Cross-Cultural Leadership: Leading across High- and Low-Context Cultures: This chapter provides a critical examination of leadership practices in Germany and Turkey, identifying their respective preferences for charismatic, participative, or paternalistic styles.
4 Conclusion: The concluding chapter synthesizes the findings, noting a potential trend towards global convergence in leadership styles despite existing cultural differences.
Keywords
Leadership, Culture, High-Context, Low-Context, Germany, Turkey, Charismatic Leadership, Participative Leadership, Organizational Behaviour, Cross-Cultural Management, GLOBE Programme, Management, Authority, Communication, Values.
Frequently Asked Questions
What is the primary focus of this research?
The research explores how different cultural backgrounds influence the preference and effectiveness of various leadership styles, specifically comparing the national environments of Germany and Turkey.
Which cultural framework is used to distinguish between nations?
The work utilizes Edward T. Hall's model of high-context and low-context cultures to analyze communication and information-sharing patterns.
What is the central research question?
The study investigates which leadership styles are preferred within Germany and Turkey, considering the impact of their respective cultural dimensions on organizational practices.
What methodology does the author employ?
The research relies on a review of existing literature regarding leadership theories, cross-cultural management, and organizational behavior, supplemented by insights from studies such as the GLOBE program.
What is covered in the main body of the work?
The main body covers the theoretical evolution of leadership styles, defines the high- and low-context dimensions, and offers a country-specific analysis of the management practices in Germany and Turkey.
Which keywords best characterize this work?
Key terms include leadership, high-context culture, low-context culture, cross-cultural management, Germany, Turkey, and charismatic leadership.
How is the German leadership style characterized in the findings?
German leadership is identified as typically charismatic, participative, and autonomous, reflecting a low-context, individualistic culture that values performance and formal communication.
What are the notable characteristics of leadership in Turkey according to the text?
Turkish leadership is often characterized by paternalistic and autocratic tendencies, with an emphasis on hierarchy, status, and the exercise of pressure in a professional environment.
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- B.A. Corinna Colette Vellnagel (Autor:in), 2011, Leadership across High- and Low-Context Cultures, München, GRIN Verlag, https://www.grin.com/document/174792
