Intercultural Differences and Similarities Between University Life

¶ … Intercultural Differences and Similarities Between University Life in the Countries of France and Holland: Twente University vs. Novancia University

The objective of the research in this work in writing is to compare leadership styles in Holland and France and specifically, to compare leadership styles at Twente University in Holland and Novancia University in Paris. This will be achieved through a review of literature in this area of study. There are diverse concepts among various cultures of leadership and as noted in the work of Richard D. Lewis (1999) Leaders "can be born, elected, or trained and groomed. Others seize power or have leadership thrust upon them. Leadership can be autocratic or democratic, collective or individual, meritocratic or unearned, desired or imposed." (p.59)

It is not possible to easily transfer a leader from one culture to another culture. Lewis states for example that Japanese Prime Ministers "would be largely ineffective in the United States; American politicians would fare badly in most Arab countries, mullahs would not be tolerated in Norway." (Lewis, 1999, p.59) Business managers find the change from one to another culture rife with challenges however "such transfers become more and more common with the globalization of business, but the composition of international teams and particularly the choice of their leaders requires careful thought." (Lewis, 1999, p.59)

The work of Budrina (2011) states that one of the primary leadership tests is the task of "managing a diversified and dispersed workforce at home and internationally…" (p.1) It is reported that approximately 90% of leading executives from sixty-two countries "named cross-cultural leadership as the top management challenge for the next century." (Budrina, 2011, p.1) Budrina states that human resource policies in addition to "motivational strategies and performance reviews may need to be adapted for various cultural groups represented among team members. There is a need for leaders who can help teams form a local identity while still retaining the values of the organization as a whole." (2011, p.1) Budrina also states that cultural intelligence

"…is needed to achieve the right blend of flexibility and rigidity, which means "to embrace the local culture, but not to make any retreats on your values. One will get respect from the locals, if one shows understanding for the local culture/religion/behaviour, but equally respect will be gained if the locals can learn something useful from you. It is a two-way avenue, where best results and great working atmosphere is created when locals and expats are learning from each other." (2011, p.1)

There are five stated reasons for cultural intelligence including:

(1) understanding customers

(2) managing personnel

(3) recruiting talent

(4) adapting leadership style, and (5) communicating respect. (Budrina, 2011, p.1)

These five are the "most consistent reasons identified by leading executives across the world." (Budrina, 2011, p.1)

II. Leadership Style in France

Lewis (1999) reports that in the country of France that authority is "centered around the chief executive. Top managers, are individuals who have been "groomed in one of the grandes ecoles and are well-trained, charismatic, and extremely autocratic. They often appear to consult with middle managers, technical staff -- even workers, but decisions are generally personal and orders are top-down. Managers at this elite level and rarely fired when they make blunders." (Lewis, 1999, p.64)

II. Leadership Style in Netherlands

Leadership in the Netherlands are "based on merit, competence, and achievement. Managers are vigorous and decisive but consensus is mandatory, as there are many key players in the decision-making process. Long 'Dutch debates' lead to action, taken at the top, but with constant reference to the 'ranks'. Ideas from low levels are allowed to filter freely upwards in the hierarchy." (Lewis, 1999, p. 72) Hofstede (1983) conducted a research study across 50 countries and examined these dimensions, as well as employee's attitudes and values through use of standardized questionnaires. Findings reported by Hofstede includes that the Netherlands is characterized by individualism meaning that very loose ties exist between Dutch employees with every individual watching after his or her self-interest and the interest of their immediate family. Dutch individuals have a large amount of freedom and employees in individualist countries are not as loyal to their employer and have less feeling as being part of a group. Leadership styles in the individualistic society is such that is based on the presumed individual needs in a society of individuals who seek after their self-interest primarily. Centralization of organizations and inequalities in power and wealth are downplayed in the Dutch society as much as possible.