An Era of European Leadership? Not So Fast
Readers of this month's column agree that there are marked differences in the social environment for management in Europe and the United States. In some parts of Europe, at least, they foster management policies that may encourage more balance in a manager's life. Whether this will produce sustained economic superiority or a model to be emulated in the U.S. is debatable. While some would like to see a convergence around the best features of the European and U.S. approach to management, there was limited confidence that it would happen.
Antonio De Luca describes important differences this way: "If one has to generalize, it is fair to say that Americans pursue risk and Europeans seek stability ... (leading) to fewer opportunities with more limited financial rewards, but possibly more balance for Europeans. The solution, as usual, is a sensible convergence of these two nuanced cultural approaches."
Whether this will produce sustained economic superiority or a model to be emulated in the U.S. is debatable. |
James Heskett |
Roy Bingham points out that "American management seems to work best when the key needs are speed, aggression, last-minute genius, and take-chance, inspiring leadership. In boom times when it's 'expand at all costs'--pick the American style. At other times the more deliberate, consultative European approach is your ally. Maybe this is why we are hearing more from the Europeans these days."
Jose Pedro Goncalves takes issue with the idea of a "European" style of management, pointing out that there is no one style. In some parts of Europe "(As a manager) I'm a human being." In others, "I'm just a number." In general "we (Europeans) are more human, but less flexible, and this 'leadership' is only temporary."
Dr. B. V. Krishnamurthy picks up this theme by commenting "to argue that Europe might be snatching the lead in management is a little far-fetched. When one looks at the very successful organizations anywhere in the world, one discerns striking similaritiesemphasis on efficiency, innovation, quality, and responsiveness to customerseven as one also finds adaptations to cultural differences."
These comments tend to question whether management leadership has a "geographic home" as opposed to a winning set of behaviors in part fostered by the competitive, social, cultural, and legal environment. Given the prospect for continued movement toward competition and the propagation of "best practice" management ideas on a global scale, is the question largely academic? What do you think?