$***$analyze this case and each leader using the behavioral model of leadership $,$ and alsoplace each in the black and mouton managerial Grid $($ DO NOT USE AI COMPLETELY$)****$Focuses on what leaders actually do and how they do it

$$ Consideration: Extent to which the leader has

relationships with subordinates that are characterized by

mutual trust, two$-$way communication, respect for

employees$$ ideas, and empathy

$$ Initiating structure: Extent to which a leader defines and

prescribes the roles of subordinates in order to set and

accomplish goals$**********$

$****$ 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: $$It is a long hard climb to the top of the mountain. There is a nice view, but it is quite windy.$$