Michael Pérez
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Adapted from the British Council - Reading B2

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Michael Pérez
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Cultural expectations and leadership

Frage 1 von 6

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Cultural expectations and leadership
Gabriela for a multinational company as a successful project manager in Brazil and transferred to manage a team in Sweden. She was excited about her new role but soon realised that managing her new team would be a .

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Frage 2 von 6

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Despite their friendliness, Gabriela didn’t ( feel, felt ) respected as a leader. Her new ( staff, meeting ) would question her proposals openly in meetings, and when she ( gave, give ) them instructions on how to carry out a task, they would often go about it in their own way without checking with her. When she announced her ( opinions, decisions ) on the project, they would continue giving their opinions as if it was still up for discussion.

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Frage 3 von 6

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After weeks of frustration, Gabriela emailed her Swedish about the issues she was facing with her team. Her manager simply her if she felt her team was still performing, and what she would help her better collaborate with her team members. Gabriela her manager vague and didn’t feel as if he managing the situation satisfactorily.

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    manager
    asked
    thought
    found
    was

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Frage 4 von 6

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What Gabriela was ( experiencing, experienced ) was a cultural clash in expectations. She was used to a more hierarchical framework where the team leader and manager ( take, took ) control and gave specific instructions on how things were to be done. This more directive ( management, manager ) style worked well for her and her team in Brazil but did not transfer well to her new team in Sweden, who were more used to a flatter ( hierarchical, hierarchy ) where decision making was more democratic. When Gabriela took the issue to her Swedish manager, rather than stepping in with ( directions, decisions ) about what to do, her manager took on the role of coach and focused on getting her to come ( up, on ) with her own solutions instead.

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Frage 5 von 6

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Dutch social Geert Hofstede uses the concept of ‘power distance’ to describe how power is distributed and how hierarchy is perceived in different . In her previous work environment, Gabriela was used to a high power distance culture where power and authority are respected and everyone has their rightful place. In such a culture, make the big decisions and are not often challenged. Her Swedish team, , were used to working in a low power distance culture where subordinates often work together with their bosses to find and make decisions. Here, leaders act as coaches or mentors who encourage thought and expect to be challenged.

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    psychologist
    cultures
    leaders
    however
    solutions
    independent

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Frage 6 von 6

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When Gabriela ( became, become, becomes ) aware of the cultural differences between her and her team, she took the ( initiative, initiatiion, initial ) to have an open conversation with them about their feelings about her leadership. Pleased to be asked for their thoughts, Gabriela’s team ( open, openly, opening ) expressed that they were not used to being told what to do. They enjoyed having more room for initiative and creative freedom. When she ( telling, tell, told ) her team exactly what she needed them to do, they felt that she didn’t ( trust, trusted, trusting ) them to do their job well. They realised that Gabriela was taking it personally when they tried to challenge or make changes to her decisions, and ( was, were, been ) able to explain that it was how they’d always worked.

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