Is leading the same all over the world?
There is no escaping the fact that there is a global consistency in what leadership is, as every company requires its leaders to help to direct and fulfil its strategic vision.
However, the confusion comes in mistaking the "what" and the "how" - in other words, the science and art of leadership.
There are vast differences in styles of leadership when it comes to focusing on a task, being charismatic or transformational and having tactical knowledge. To illustrate this point, think about your experiences of travelling abroad and drinking a Coca-Cola. Prior to such an experience, the immediate assumption is that Coke is the same all over the world.
But is it?
Consistently, the liquid is dark caramel in colour, it is best drunk cold, it has similar ingredients, and, with regular Coke, the container is the same trademark red colour. But the taste varies greatly from one region to another. The "what" of Coke is the same all over the world - a soft drink to quench thirst, although "how" it tastes varies by region to match local preferences.
The same concept is true for leadership.
The four component parts of leadership - the leader, the follower(s), the interaction between the two, and the outcome or goal - appear to be similar all over the world. As the parts seem consistent, organisations attempt to import and export from one market to the next.
Yet, this falls short of the desired outcome. By treating leadership as though it is the same from one region to another, even though it is not, how can organisations expect to fully realise their desired leadership impact?
The problem with this approach is that each of the four leadership components varies from country to country.
The flavour of leading should be suitably adjusted to local tastes as well. For example, a universal practice of effective leaders is to provide clarity and direction to the followers. This principle - the "what" of leading - is global. But "how" the leader gives direction should vary by region.
Another example is communication. There is complete agreement that leadership success requires communication - again, the "what". But how leaders communicate needs to be palatable to their followers in different regions.
In the GCC, this can be complex, given the numerous nationalities in the workforce. No matter how successful you were as a leader in the past, success in this region requires you to adjust your leadership style. After all, since followers are different, the leader needs to be as well.
What is the flavour of your leadership?
Tommy Weir is an authority on fast-growth and emerging-market leadership, the author of The CEO Shift and the managing director of the Emerging Market Leadership Center
