Reflection

　　大一下，根据文章Institutions，resources，andentrystrategiesinemergingeconomies和Surveyofleadershipstylesindifferentcultures写的Reflection，语言依旧中式，觉得比较可取的是将两篇文章联系起来做的简单模型建立和思考假设。
　　Introduction
　　ProblemStatement
　　Leadershipistheprocessofhavingdominanceongroupactivitiessoastorealizetheobjectives；itcouldalsobedefinedasinfluencingteamworkwiththeaimofsecuringcertaingoals。However，facedwithdifferentcountriesandvariouscultures，leadershipalsocontainsdifferentstyles。Accordingtotheleadershipculturesdudies，therearetwotypesofleadership：taskorientedandpeopleoriented。Thentheauthersanalysetheleadershipstylesinsomeselectedcountriesandthemodelsofit，theyalsodiscussaboutcrossculturalleadershipconceptanditschallenges。
　　ObjectivesofthePaper
　　Thepaperstudiestherelationbetweenculturesandstylesofleadershipindifferentcountriesinordertogetacomparativeanalysismadeoverbyvariousleadershipstyles，andithelpstochooseaproperstyleofleadershipforeachsituation。
　　Methodology
　　61548；Theresearchintotheleadershipculturestuies
　　61548；EstablishamodelbycombingthedirectiongoalmodelofRobertHouseandpidingculturaldimensionsdonebyGeertHosfstede。
　　61548；Dothesurveyinordertoinvestigatetheleadershipfashioninmultiplecountriesandhaveacomparativeanalysis。
　　61548；Analysethestudiesandthemodelsmadebyotherexperts，suchasDikson’scrossculturalleadershipandsoon。
　　61548；Discussandcoucludeallthefactorsoftheleadership，especiallytheculturalfactor。
　　1。DiversityinLeadershipstyle
　　1。1Interculturalleadershipcontingencymodel
　　Accordingtothepaper，thismodelisclassifiedinto4categories：directionalleadership，supportiveleadership，participatoryleadershipandsuccessorientedleadership。Differentcountryorcompanychoosesadifferentbutsuitableleadershipstyle。
　　1。2Balanceofthe4categories
　　Eachstylehasitsadvantagesanddisadvantagesandit’simpossibletodefinewhichisbest，becauseifitexist，itmustbepossible。Everycountryhasitsowncultureandsituation，andthecompanyshouldanalyseitsenvironmentandcombine4styles（bydecidingaproportionofeachstyle）tobuildabalancedmodelofleadership。However，themainbodyofthestyleshouldbemaintained。
　　2。RILSModel（ResourcesInstitutionsLeadershipStyleModel）
　　Fig。：RILsModel
　　2。1IntroductionoftheRILSmodel
　　Thisleadershipstylemodelisconsideredaboutthoseforeigndirectinvestment（FDI）companies。ThemodesofestablishinganFDIprojectcanbeclassifiedintothreetypes：Greenfield，acquisition，andjointventure。Takinginstitutionsandrecourcesintoconsideration，wecanchooseaproperstyleforthosecompanies。
　　2。2DirectionalLeadership
　　Directionalleadershippreparesguidesforstaffaboutwhattheyshoulddoandhowtoperformit，workplanning，andfunctionalstandards。Thesuperiorscandirectandinstructtheinferiorssoastoleadthemtoworkintheirmaximumcapacityandability。
　　Hypotheses1：ItissuitableforjointFDIcompaniesbecauseitcanbeeffectivelycontrolledbythesuperiors。
　　2。3SupportiveLeadership
　　Supportiveleadershippaysattentiontowelfareofthestaffandtheirrequirements，andestablishesfriendlyrelationshipswithstaffandconductsequalbehaviorstowardallstaff。Inthiscase，inferiorsandthesuperiorsareavailabletocommunicate。
　　Hypotheses2：Ifinstitutionsarestrongandthereisneedtangibleresources，itisbeneficialtoallthoseFDIcompaniesbecausesuchafriendlyatmospherecanavoidtheconflitsbetweenvariousdifferentcultures。
　　2。4ParticipatoryLeadership
　　Participatoryleadershipconsultswithstaffandpaysseriousattentiontotheirattitudesduringdecisionmaking。Itstressesthesignificanceofteamworkanditiswidelyusedallovertheworld。
　　Hypotheses3：WhenitisplacedintheFDIcompanies，ourhypothesisisthatitcanworkbutitmaynotworkasgoodastheotherstyles，itisneededinsomewaybutthepercentageofthiskindofmodelintheleadershipcannotbesolarge。
　　2。5SuccessOrientedLeadership
　　Successorientedleadershipencouragesstafftoperformworkstothehighestlevels，determinesthegoalstosuchanextentthattheycanberealizedwithchallenges，expressestrustinhighabilitiesofthestaff，whichmeansanaggressivegoalforbothofthem。Inthiscase，itmaybethebestchoiceforWOE。
　　Whileinmanyemergingeconomies，weakinstitutionalarrangementsmaymagnifyinformationasymmetriessofirmsfacehigherpartnerrelatedrisksandneedtospendmoreresourcessearchingforinformation。Itmaycausesomeconflictsinaweakinstitutionalframework。Soinanenvironmentofstronginstitutionalframeworkandtangibleresources，perhapstheywouldalsoachieveitshighestgoal。
　　Hypotheses4：Ifinstitutionsareweakandthereisneedtangibleresources，thenasuccessorientLSshouldbenecessary。