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$1.$summary: main text

$2.$ issue$-$problem$-$opportunity

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French chief executives and directors rate this

as one of the three best things about being a

leader, compared with $16$ per cent in Germany

and just two per cent in the UK$.$

Is it possible that these diff erences simply

refl ect greater honesty from the French about

enjoying the exercise of power, while the

British and Germans consider this would be

politically incorrect? Mr Newhall admits it is

hard to be sure, but he says the anonymity of

the interviews makes it likely these are genuine

diff erences.

$$The intention was to get as honest an answer as

possible and to probe behind the PR$,$ he says.

$$The French are more likely to respond in that

way because it$$s something that$$s acceptable

within their cultural norms. We know about the

grandes $$coles system where the elite are prized.

In the UK$,$the establishment$$ is used more as a

derogatory than a positive term.$$

He says he is not suggesting that one leadership

style is better than another. But executives of

international companies need to be like chamele

ons, able to adapt to the corporate and national

culture in which they are working, while not

abandoning their individualism.

$$The danger for any leader is only being able to

operate within one of these styles. If you take

an autocratic style into a culture that expects

a more democratic or meritocratic style, the

chances are that you will trip up$.$

German leaders stand out in the survey for their

social conscience and their concern about the

responsibility that goes with power. Nearly half

say that one of their top three concerns is having

to make tough decisions that aff ect people$$s

futures $$ compared with only $28$ per cent of lead

ers in the UK and $20$ per cent in France.

$$Sometimes the amount of infl uence I have

frightens me$,$ says one German boss. $$I have

to be very cautious and thoroughly weigh up

the pros and cons of any decision.$$ Another

comment: $$You have to remain humble: personal

vanity and over$-$estimating your ability will lead

to the downfall of the enterprise.$$

Given such modest responses, it is perhaps para

doxical that deference is strongest in Germany,

with nearly $60$ per cent of business leaders say

ing their decisions are likely to go unchallenged.

Four in $10$ German bosses cite fear of failure as a

top concern, compared with just over two in $10$ in

Britain. Mr$.$ Newhall believes this refl ects the

lingering stigma of failure in Germany, which

contrasts with the Anglo$-$American preference

to see failure as an opportunity to learn and

move on$.$

Leaders in the UK appear the most upbeat,

perhaps because of the more stable economic

environment, the research fi nds$.$ What keeps them

awake at night are external pressures, such as

new legislation and corporate governance issues.

For French leaders, warring egos in the manage

ment team are a big concern. While this may

simply refl ect Gallic style, the DDI report sug

gests that French chief executives$$ fondness for

independent decision$-$making may lead to friction.

Despite the many diff erences, some worries and

beliefs are shared across all three countries.

Lack of personal time is a common concern. The

importance of the team is widely appreciated.

$$Again and again, in private one$-$to$-$one interviews,

whether face$-$to$-$face or on the phone, captains of

industry stated their focus to be on responsibility

rather than power, and on their team$$s success

rather than their own$,$ says Mr Newhall.

This emphasis on collaboration is epitomized by

a German boss who says: $$I see myself as a ser

vice provider in a company run as a democracy,

where everyone pulls together to achieve the

strategies we have worked out together.$$ A

French respondent concurs: $$We are working in

an ever more complex environment, and working

effi ciently within a team is the best way.$$

A fi nal common theme is that the risks increase

the higher you get, and that nothing can fully

prepare you for the challenge of running a

company. Enjoy it while it lasts. As a German

respondent puts it: $$It is a long hard climb to the

top of the mountain. There is a nice view, but it

is quite windy$*****$please use template above for relevant case study analaysis in a cross cultural maangement perspective, do not just share AI answers please$***$