Leadership Style in France - Essay Example

Charismatic leaders are perceived to have a strong impact on their fan base or followers (Sotik et al 2002). Such leaders show dominance, self-confidence, and extraversion. They employ emotional appeals instead of authority (Yulk 2006) to elicit obedience from followers. Thinking of France, this form of leadership has been adapted very well. Despite the French being a collective, they were not ready to be subjected to authority.

Moreover, France tends to deject coercion into altering their ways. Such conditions are always needed from followers inspired by transformational leadership (Strang 2005). On the contrary, French followers are likely to be influenced by a leader who is charismatic as they have a feeling of obedience to him. This appeals to the French as they believe in free will and the right to do whatever they want (laisses faire). The similarity between the value of followers and the vision of a charismatic leader and followers’ conceptions shows why the style is effective in France.

Transformational leadership
The style is relevant to charismatic leadership but the direct approach to this style makes the difference. The literature implied transformational leadership made the followers loyal, trust and admire and have respect for the leaders while the followers had the motivation to extend beyond expectation. In other studies, there was a suggestion that transformational leadership changed and followers be induced by giving them instructions on the criticality of objectives to attain. Therefore, the leaders made followers to be impelled to give up their aspirations for the team’s or organization’s benefit. In his previous works, Yulk (2006) stated that contingencies in which transformational style was probable to spring were in an unstable and dynamic environment, a friendly and flexible one to innovation.

Nevertheless, the French never considered innovation friendliness to be a characteristic. In history, France is one state that was the direct opposite of change unlike Americans who were proponents of change (Hofstede, 2001). Moreover, as the French laissez-faire than any other state, there should be the employment of the three in different perspectives to achieve goals.
Without influence, difficulty arises in claiming the exercise or existence of leadership. In France, some decisions are always made but not implemented as followers look at it as not an all-around interest service (Hofstede 2001). France may be defined as a country whose leadership needs to be readjusted. The leadership culture in France has formed a condition leading one person to express his or her freedom to what is perceived as good by society. In France, the people have got the right to follow a course that relates to an individual’s beliefs. This makes France have various leadership styles with different people believing in different kinds of leadership.