leadership in Peru tends to follow the motivational path, where leaders try to give their followers a motive to believe in and inspire them to behave in a specific way. Very often, this can be related with manipulation, which many Peruvians consider to be a main technique used by leaders in their country( Mcintosh, T., p. 107).
Another important aspect found in Peruvian leadership is competency. The main competency that can be found in Peruvian leaders is the extraordinary ability to communicate with others. As mention in the attitudes and character of leaders in Peru, they tend to use persuasiveness and motivational tactics in order to obtain or maintain their followers. This competency is mainly found in the fields of politics and religion, where leaders seek to gain big quantities of followers in order to succeed( BOOK P. 108).
MANAGEMENT STYLES IN PERU
In the case of the management styles that are found in Peru, there are several approaches followed by managers in the country. Because managers are task oriented and are focused in doing things right, management in Peru pursues certain guidelines in order to adapt with the Peruvian context. First, it is important to mention that the business setting in Peru is very formal and the use of courtesy at all times is crucial. Managers in Peru consider their position as very important to the organization, as a result they look for their employees to treat them with respect. Also, management in Peru values strong relationships; thus, maintaining them is essential to keep their management position( Intercultural Management- Peru).
Furthermore, the role of a Manager in organizations in Peru is based on being able to attain cross-cultural communication due to the variety of cultural backgrounds that are found in the workplace.
In regards to the approach of Peruvian manager’ s to time and priorities, they often found difficulties due to the culture’ s attitudes toward time. Deadlines and timescales are fluid in Peru. Patience plays an important part in successful cross-cultural management. While timescales and deadlines are set in advanced as part of the organization’ s routine, they are many times considered as flexible by employees( Intercultural Management- Peru).
In Peru, as in other hierarchical societies, managers take a paternalistic attitude with their employees. They may demonstrate a concern for employees that goes beyond the workplace and strictly professional concerns. This may include involvement in their family, housing, health, and other practical life issues. This might be a problem when manager’ s attitude might reflect sympathy to their employees, instead of empathy( Intercultural Management- Peru).
Another important part of management styles is the decision making process. In the case of Peruvian organization, decisions are taken at the top of the company, often after seeking input from all the stakeholders. Since Peruvians believe businesses should be " win-win " scenarios, they attempt to find solutions that are in the best interest of all concerned. In addition, Peruvian managers tend to be more autocratic in comparison to other countries. A manager’ s role in a Peruvian organization is basically to delegate tasks to their subordinates and be clear about how they expect them to perform the assigned task. This results in employees following instructions without making comments or complaining, since it would be considered rude to challenge the instructions of an individual in a higher position. With this in mind, when working in an organization in Peru, it is very important to understand the role that hierarchy plays. Traditionally, the supervisor is seeing to hold that position because of superior knowledge and skills. It would traditionally have been unthinkable for someone of a higher position to collaborate with someone from a lower status. However, this organizational situation is changing in younger generations, particularly those employed by
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