Comparing Dutch and British high performing managers

Abstract

Comparing Dutch and British high performing managers -2 - COMPARING DUTCH AND BRITISH HIGH PERFORMING MANAGERSNational cultures have a strong influence on the performance of organizations and their influence should be taken into account when studying the traits of High Performing Managers (HPMs). At the same time, many studies that focus upon the attributes of successful managers show that, notwithstanding the fact that national culture does affect these attributes, there are attributes that are similar for managers across countries. This article reports on empirically validated profiles of Dutch and British HPMs in one sector, being Information and Communication Technology (ICT), by applying a cross-cultural framework to a sample of managers from the Netherlands and the UK. Subsequently, based on the profiles, the similarities and differences in attributes for managerial success between Dutch and British HPMs are identified. The practical implication of the research is that multinational companies have to take the differences in attributes into account when training their managers for oversees assignments.Comparing Dutch and British high performing managers -3 -

Flowers in a Greenhouse: profiling excellence in leadership in Singapore

“…The four general categories have since been tested in numerous countries, both in the East (see e.g. Selvarajah and Meyer 2008a, b;Selvarajah et al, 2012) and the West (see de Waal et al, 2010de Waal et al, , 2012 and they provide leadership patterns for each country by incorporating unique leadership behaviour constructs based on contextual factors. This has resulted in specific cultural model for each country studied.…”