世界各国领导人经常显示类似的领导风格对领导一个国家或一个组织的方法。在全球平台上人们期望他们展示一组预定义的或普遍接受的领导特质。但在国内层面的风格并不总是工作。事实上人们感知的色散领导特质,从国家理想的领导风格的变化。领先国际水平,不一定有出路,实施国内水平。国际领袖所需的能力在全球舞台上可以不同于技能他或她需要一个有效的领导者在国内水平。来自不同文化的人看待领导特质在他们自己的方面,这会带来全球接受的重要性和理想的领导风格。领导人必须根据需求和需要选择行动的阶段。文化决定领导属性处理时可能出现在领导人在全球舞台上,因此重要的是要了解各自的文化领导风格虽然与别人打交道。而不是显示本地或全球的期望,我们必须打开我们的视野,本地和全球的可接受的领导风格应该提升(Voegtlin、patz &谢勒,2012)。例如,美国的领导方式感知与中国社会的定义不同。美国一些积极的领导风格感知值(在美国被认为是积极的视图)在高水平,预计他们的领导人将在实践中显示相同的。同时他们误判中国的领导方式,并认为他们的中国同行一定是在错误的关于领导力的看法。但重要的是要了解在中国领导特质的愿望和接受在中国实践的特征。因此他们各自的社会期望的品质可能不是相似。中国首席执行官的领导风格不同于美国和欧洲的同行。他们倾向于框架的领导风格根据中国工人的需要。此外美国ceo们得到一组多元文化的工人一组特定的领导特质要求填满每个人的需求。
World leaders often show similar kind of leadership styles in their approach towards leading a country or an organisation. At global platform people expect them to exhibit a set of pre-defined or universally acceptable leadership traits. But at domestic level those styles may not always work. In fact the dispersion of people perception about the leadership traits and desirable leadership style changes from country to country. Leading at international level, not necessarily have to be the way out, is carried out at domestic level.The competencies required for an international leader at global stage can be different from the skill sets he or she requires to be an effective leader at domestic level. People from various cultures perceive leadership traits in their own ways, which brings in the importance of globally acceptable and desirable leadership styles. Leaders must choose to act according to the demand and need of the stage. Culturally determined leadership attributes may appear in leaders while they deal with each other at global stage; hence it is important to understand the respective cultural leadership style while dealing with others. Instead of showing local or global expectations, we must open our outlooks that the acceptable leadership style which has local and global should be promoted (Voegtlin, Patzer, & Scherer, 2012).For example, the American way of leadership perception is different from what the Chinese society defines. American perception values some positive leadership styles (which are considered positive in American view) at high level and expects their leaders to show the same in practice. At the same time they misjudge the Chinese way of leadership and think that their Chinese counterparts must be having wrong perception about leadership. But it is important to understand the desirability of leadership traits in China and acceptance of those traits in Chinese practice. Hence the qualities which their respective societies expect may not be similar. The leadership styles of Chinese CEOs are different from their American and European counterparts. They tend to frame their leadership style according to the need of Chinese workers. Moreover the American CEOs get a culturally diverse set of workers who demand a particular set of leadership traits that fills up everyone’s demand.