Timeless values in leadership
The demands on managers are changing. "Instead of the commanders of earlier decades, managers are now in demand who accompany the development process of their employees," says Uwe Göthert, Germany head of Dale Carnegie Training. But despite all the changes, there are timeless recommendations that transcend cultures. This is proven by the large Leadership Study, which Dale Carnegie Training conducted in 14 countries and which was now presented in Delhi.
Dale Carnegie, which claims to be the world's largest training organization, is active in over 90 countries and focuses on companies with an international orientation. Of course, the Dale Carnegie trainers must therefore know which characteristics and which behavior of managers are required where. The result: There are certainly differences between different regions, but there are also rules that apply universally. Göthert: "What Dale Carnegie, the communication and motivation trainer who died in 1955, taught is still helpful today and everywhere if you want to motivate employees and make them more satisfied."
14 countries and over 3,300 participants
The study is based on an online survey of more than 3,300 full-time employees over the age of 21 from companies of all sizes and from numerous industries. The questions asked respondents to choose between two leadership characteristics: Dale Carnegie's behavioral recommendations were contrasted with common and recognized leadership behavior, which is more instructional and task-oriented. In addition, the study identified the leadership characteristics that are most important to employees. It also asked to what extent managers possess these qualities, whether they act according to their own values and how sincere and reliable employees perceive them to be. Last but not least, the survey looked at respondents' satisfaction and any wishes they might have for a change of job.
Appreciation and praise essential
Göthert is impressed by how sustainable Dale Carnegie's insights apparently are. "They have indeed outlasted the times and even globalization has not touched their validity. Appreciation, praise and recognition are regarded by employees all over the world as essential for motivation and loyalty to the company. Satisfaction and the willingness to stay with the current employer grow with the honesty, trustworthiness and value commitment of superiors. Successful leaders create an environment in which employees feel safe, accepted and respected - and successful leaders admit their own mistakes.
"All of these points are incorporated into our trainings," Göthert emphasizes. In this respect, he says, the study confirms that Dale Carnegie Training's philosophy is correct. "What we are doing is implementing a global leadership culture in companies that operate internationally." That, he said, is a prerequisite for further growth. While it requires local adaptations in each country, he says, the basic tenets are applicable to every manager. Göthert: "Of course, this makes it easier for cross-border teams to work together. Efficiency increases. It's easier to keep all subsidiaries within the same target corridor."
Nevertheless: There are differences
And the cultural differences? As the study reveals, these are reflected above all in the significance of Dale Carnegie's individual recommendations. Each country has its own ranking, Göthert explains. In the U.S. and Canada, for example, praise for good results from managers is much more relevant than in the average of all countries. European employees are particularly motivated by verbal recognition and by managers who focus on their strengths and skills. In Asia, encouragement for further development is one of the most important points.
Source: Dale Carnegie Training
