LEADERSHIP PPT

Jatin Dewani

Internal vs. External Direction:

When it comes to success, do we control our environment, or does our environment

control us? This is the fundamental question behind Trompenaars’ Internal vs.
External Direction dimension.

Internal Direction: "We Shape the World"

Organizations with an Internal Direction believe they have the power to control their
own success. They focus on personal ambition, strategic goals, and innovation. These
cultures value competitiveness, assertiveness, and results-driven leadership.
People in these organizations are more likely to take risks, challenge the status quo,
and prioritize winning over harmony.

Key Traits:​
Individual and organizational ambition​
High competitiveness​
Direct decision-making​
Less emphasis on adapting to the environment

Example:​
Tesla (USA): Elon Musk's vision is to revolutionize industries—electric cars, space
travel, AI. Tesla doesn’t wait for trends; it creates them.

External Direction: "The World Shapes Us"

Organizations with an External Direction believe that success comes from adapting to
their surroundings. They prioritize relationships, teamwork, and environmental
harmony over aggressive competition. Instead of forcing change, they work with what
already exists—considering cultural norms, government regulations, and natural
market forces.

Key Traits:​
Relationship-driven approach​
Flexibility and adaptability​
Sensitivity to cultural and natural surroundings​
Less emphasis on direct confrontation

Example:​
Toyota (Japan): Instead of dictating market trends, Toyota focuses on long-term
sustainability and adapting to customer needs.

ARYAN ARORA

Trompenaars' Model: History, Concept, and Creation

History & Background

- Developed by Fons Trompenaars, a Dutch organizational theorist and management

consultant, in collaboration with Charles Hampden-Turner.

- The model emerged from an extensive 10-year research project, where they surveyed
over 15,000 managers from 40+ countries.

- The research aimed to explore how cultural differences influence business practices,
leadership styles, and workplace interactions.

- Published in the book “Riding the Waves of Culture" (1997), which became a key
reference in the field of intercultural management.

- Inspired by earlier cultural studies, especially Geert Hofstede’s research, but focused
more on practical business applications and real-world managerial challenges.

Concept & Definition

- Trompenaars' model is a framework for understanding cultural differences in business
and management.

- It explains how values, behaviors, and attitudes vary across cultures, influencing
decision-making, leadership, and communication.

- The model is widely used in international business, corporate training, human resource
management, and cross-cultural negotiations.

- Helps multinational companies and global leaders adapt their strategies to different
cultural environments, reducing misunderstandings and improving collaboration.

- The core idea is that culture shapes the way people interact, resolve conflicts, and
approach organizational structures.

- By recognizing these cultural differences, organizations can enhance global teamwork,

foster inclusivity, and improve overall business efficiency.

LATIKA

ACHIEVEMENT VS ASCRIPTION

It describes how societies attribute status and success to individuals.

1. Achievement-Oriented Cultures

In achievement-oriented cultures, people gain status based on their accomplishments,

skills, and performance. Success is measured by what individuals do rather than who
they are. Hard work, education, and merit determine a person’s social standing.

Example

Google (USA) – Employees are promoted based on skills and performance rather than
tenure or age

Key Traits:

✔ Performance-based promotions​
✔ Emphasis on innovation and efficiency​
✔ Flat organizational structure in many cases
2. Ascription-Oriented Companies

In ascription-oriented cultures, status is assigned based on factors such as age, family

background, social connections, or inherited position. Who you are (your identity)
matters more than what you have done.

Example

Tata Group (India) – Family heritage plays a role in leadership, and seniority is
respected.

Key Traits:

✔ Respect for age, tenure, and family background​

✔ Hierarchical structure with formal authority​
✔ Long-term loyalty valued over individual achievements

SEQUENTIAL TIME VS SYNCHRONOUS TIME

This dimension explains how different cultures perceive and manage time.

1.​ Sequential Time-Oriented Cultures

In these cultures, time is viewed as linear, meaning tasks are completed one at a time,
schedules are strict, and punctuality is valued. Planning and deadlines are essential,
and people prioritize efficiency.

Example

Amazon (USA) – Focuses on strict timelines, deadlines, and efficiency in logistics and
customer service.

Key Traits:

✔ Time is structured and planned​

✔ Punctuality and deadlines are crucial​
✔ Focus on completing one task before starting another

2.​ Synchronous Time-Oriented Cultures

In these cultures, time is seen as flexible and cyclical, meaning multiple tasks can be
handled simultaneously. Long-term relationships and adaptability are more important
than rigid schedules.

Example

Reliance Industries (India) – Business decisions often involve long-term relationships

and flexible planning.

Key Traits:

✔ Multitasking is common​
✔ Flexibility in deadlines and scheduling​
✔ Emphasis on long-term relationships over short-term efficiency

ARCHIT​

Specific v/s Diffuse

This dimension describes how cultures deal with the boundaries between private and
public life, and how individuals relate to others in different contexts.

1. Specific Cultures

In specific cultures, individuals tend to separate their personal life from their
professional life. There is a clear distinction between private and public spheres, and
people are expected to behave in a more direct, focused, and task-oriented manner in
professional settings.

Example

BMW (Germany): Employees are expected to focus on work during meetings and are
given clear tasks with deadlines. Personal topics aren't mixed with work discussions.

Key Traits:

●​ Clear separation between work and personal life.

●​ Direct communication – focus on tasks and facts.
●​ Professional roles are well-defined.
2. Diffuse Cultures

In diffuse cultures, there is less separation between personal and professional life.
Relationships are more holistic, and people tend to bring their personal life into the
workplace. In such cultures, people expect relationships to be more intertwined, and
there may be more sensitivity to indirect communication, social status, and hierarchy.

Example

Tata Group (India): In Tata Group, there’s a strong sense of family, and business
decisions often take relationships into account. Employees may spend time getting to
know each other personally.

Key Traits:

●​ Relationships are important both inside and outside of work.

●​ More attention to feelings, trust, and building relationships before tasks.
●​ Hierarchy and status may play a role in decision-making.
●​ Long-term trust-building is crucial.

Neutral v/s Affective

This dimension describes the extent to which emotions are expressed in a given culture.

1. Neutral cultures

In neutral cultures, emotions are typically controlled, restrained, or hidden. People in

neutral cultures are expected to maintain composure and not show strong emotional
reactions, especially in public or formal contexts.

Example

Toyota (Japan): Meetings are formal, calm, and focused on facts. Decisions are made
based on rational analysis and consensus, with little emotional expression.

Key Traits:

●​ Emotions are controlled or kept private.

●​ Communication tends to be more factual, with less emphasis on personal
feelings.
●​ People focus on achieving results without letting emotions influence their
behavior
2. Affective cultures

Affective cultures, on the other hand, encourage emotional expression. People in

affective cultures are more likely to openly show their emotions, both positive and
negative, in social and business situations.

Example

Zappos (USA): Meetings are lively, with employees encouraged to express emotions.
The workplace is casual and fun, with open emotional expression.

Key Traits:

●​ Emotions are openly expressed.

●​ Personal relationships and emotions play a significant role in decision-making
and workplace interactions.
●​ Emotional bonds are important in business negotiations and team dynamics.