This post is by Paul Murphy, Director of Channel Sales, Asia-Pacific.
It is commonly assumed that leadership behaviors are driven by the cultural norms of a given country or region. But research shows that organizational culture is actually a much stronger driver of leadership behaviors than is country or regional culture.
For example, an employee at a large US multinational in China is far more likely to use the behavioral norms of that organization than those of her home country. Similarly, an English manager working for a local Japanese firm is much more likely to embrace the behaviors of that firm than those of his home country.
What does differ dramatically inside multicultural organizations is the way people communicate. A US manager wanting to take a directive approach with an employee will likely use very clear and concise language, whereas a Chinese manager in the same location may use a…
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