Accumulative Report

THE PEOPLE’S COMMITTEE OF BINH DUONG PROVINCE

THUDAUMOT UNIVERSITY
FACULTY OF FOREIGN LANGUAGES


ACCUMULATIVE REPORT

Title:
THE DIFFERENCES IN LEADERSHIP STYLES
BETWEEN BRITISH AND VIETNAMESE

Student: Nguyễn Thị Hiền Code: 2072202010006

Class: K201VL.AV01
Lecturer: MA. Nguyễn Hoàng Minh Đức
Course: British and American Business Cultures

––– Bình Dương, 2022–––

Nguyễn Thị Hiền

Page 1
Accumulative

PHIẾU CHẤM

Điểm GIÁM KHẢO 1 GIÁM KHẢO 2

Bằng số Bằng chữ

Tiêu chí Tốt Khá Trung bình Kém Điểm số

100% 75% 50% 0% GK1 GK2
Chủ đề Liên quan trực tiếp Khá liên quan Liên quan từ xa Hoàn toàn
không liên quan

1 điểm 0,75 điểm 0,5 điểm 0 điểm

Bố cục Tổ chức tốt; sắp Có tổ chức, Một số phần lan Tổ chức kém;
xếp hợp lý, phát nhưng phát man; bắt đầu và không tiến triển
triển logic; bố cục triển chưa kết thúc không logic; bắt đầu
rõ ràng logic, cảm rõ ràng và kết thúc mơ
giác chỉ có hồ
phần bắt đầu
và kết thúc

1,5 điểm 1 điểm 0,5 điểm 0 điểm

Chất Hỗ trợ chi tiết cụ Một số chi Chi tiết có phần Không thể tìm
lượng thể theo chủ đề tiết không hỗ sơ sài. Không hỗ thấy chi tiết cụ
thông trợ cho phần trợ chủ đề thể
tin và chủ đề
độ thú 1,5 điểm 1 điểm 0,5 điểm 0 điểm
vị

Lỗi viết Không có lỗi Chỉ một hoặc Nhiều hơn hai Nhiều lỗi gây
câu hai lỗi lỗi khó hiểu

Nguyễn Thị
Page 2
Accumulative

1,5 điểm 1 điểm 0,5 điểm 0 điểm

Trích Trích dẫn và trình Trích dẫn và Trích dẫn và Trích dẫn và
dẫn và bày tài liệu tham trình bày tài trình bày tài liệu trình bày tài
trình khảo, hình vẽ, liệu tham tham khảo đúng liệu tham khảo
bày bảng, biểu rõ ràng khảo, hình vẽ, quy định nhưng không đúng quy
TLTK và đúng quy định bảng, biểu chưa rõ ràng định, không rõ
đúng quy định ràng.
nhưng một số
chỗ chưa rõ
ràng.

1,5 điểm 1 điểm 0,5 điểm 0 điểm

Kỹ Sử dụng thành thạo Sử dụng Có sử dụng công Không sử dụng

năng và hiệu quả công thành thạo cụ trình chiếu công cụ trình
thuyết cụ trình chiếu công cụ trình (powerpoint). chiếu
trình (powerpoint). chiếu (powerpoint).
(powerp (powerpoint).
oint)
1,5 điểm 1 điểm 0,5 điểm 0 điểm

Kỹ Trình bày lưu loát, Trình bày Trình bày ngập Không trình
năng tự tin. Âm phát ra chậm rãi ngừng quá lâu, bày nội dung
thuyết chính xác, rõ ràng. nhưng tương âm phát ra bài báo cáo.
trình Không có dầu hiệu đối trôi chảy, không rõ ràng,
(speech) đọc slides âm phát ra không chính xác
tương đối Có dấu hiệu đọc
chính xác slides rõ ràng
Không gây
khó hiểu.

1,5 điểm 1 điểm 0,5 điểm 0 điểm

Nguyễn Thị
Page 3
Accumulative

ĐIỂM TỔNG CÁ NHÂN

ĐIỂM THỐNG NHẤT

Nguyễn Thị
Page 4
 Accumulative

TABLES
CHAPTER I: INTRODUCTION.....................................................................................7

CHAPTER II: CONTENT................................................................................................8

2.1 Background Concepts..............................................................................................8

2.1.1 Definition of leadership styles...........................................................................8

2.1.2 The common leadership styles...........................................................................8

2.2 Three main differences in leadership styles between British and Vietnamese. .9

2.2.1 Differences in the roles of leader between British and Vietnamese.............9

2.2.2 Differences in deferences of leader between British and Vietnamese..........9

2.2.3 Differences in decision maker between British and Vietnamese................12

CHAPTER III: CONCLUSION – RECOMMENDATION........................................16

3.1 Conclusion..............................................................................................................21

3.2 Recommendation...................................................................................................21

REFERENCES................................................................................................................22

Nguyễn Thị
Page 5
Accumulative

TABLES
Table 2.2.1 The roles of British’s leader
Table 2.2.2 The roles of Vietnamese’s leader
Table 2.2.3 The roles of British and Vietnamese leader (percentage)
Table 2.2.4 The deferences of British’s leader
Table 2.2.5 The deferences of Vietnamese’s leader
Table 2.2.6 The deferences of British and Vietnamese leader (percentage)
Table 2.2.7 Table of individualism of Vietnam and England
Table 2.2.8 The making decisions of British’s leader
Table 2.2.9 The making decisions of Vietnamese’s leader
Table 2.2.10 The making decisions of British and Vietnamese leader (percentage)

Nguyễn Thị
Page 6
Accumulative

CHAPTER I: INTRODUCTION
This report is concerned with providing information about the differences in business
leadership culture between Vietnam and the UK. Mahatma Gandhi stated that a nation's
culture is living within side every person's coronary heart and soul. Culture is an
inseparable part of humans. Culture has an important role in defining and shaping ideas,
actions, artifacts, worldviews and other qualities shared by a certain group or community.
It proves that culture affects attitudes, behaviors ... One of them is the leadership style of
countries. Edmonstone J & Western J (2002) found that leadership has a range of
definitions, but at its simplest it is concerned with the ability to influence others to
achieve goals .Styles of leadership implemented by the leader in an organization
significantly influence the relationship between the employee and the leader and also the
efficiency of employees ( Jeremy et al., 2012). In this report, I will compare three main
points about the leadership styles of Vietnam and the UK. The first is the difference in
the roles of leaders between the two countries. The next difference is the deference of
leader between the British and the Vietnamese. Finally, the difference in decision makers
between the British and the Vietnamese.

Nguyễn Thị
Page 7
Accumulative

CHAPTER II: CONTENT

2.1 Background Concepts
2.1.1 Definition of leadership styles
Leadership has been extensively discussed by various authors over time, with the
emergence and development of various theories, approaches, and styles of leadership to
explain this phenomenon (Ammeter et al. 2002; Tirmizi 2002), but there is still no
complete and universally accepted definition (Bowditch and Buono 2002; Schaffer
2002). If a leader who plays the necessary role of being responsible for influencing one or
more subordinates and managing them to reach an identified objective, leadership style
serves as a means of "relatively consistent pattern of behavior" (DuBrin,2001).

2.1.2 The common leadership styles

a. Authoritarian leadership
According to Ardichvili and Kuchenke (2002) and Egwunyenga (2005), an
autocratic boss never accepts employee decisions and is usually quite distant from staff.
As a result, Hoyle (2012) proposed that an authoritarian leadership style can be depicted
in the form of a pyramid, with the leader at the top and the employees below.

b. Democratic leadership
The democratic leadership style, also known as the participative style, invites
employees to participate in decision making. The democratic manager keeps his or her
staff up to date on everything that impacts their work and delegated decision–making and
problem–solving responsibilities. This leadership style necessitates that the leader act as a
coach, having the last say but gathering information from staff members before making a
decision. With such delegating and consultative power, the democratic method fosters
shared accountability (Heneman & Gresham, 1999).

c. Transformational leadership
Transformational leadership style has the potential to generate positive changes in
those who follow. Transformational leaders are typically enthusiastic, energetic, and
passionate. These leaders are not only concerned and involved in the process, but they are

Nguyễn Thị
Page 8
Accumulative

also committed to ensuring that every member of the group succeeds. Although early
studies indicated that transformational leadership was particularly effective in military
contexts, more current research has shown that transformational leadership is relevant in
all sectors and circumstances (Avolio & Yammarino, 2013).

d. Transactional leadership
Transactional leaders strive to provide clear structures and positions that allow
their subordinates to achieve their objectives. The leader–subordinate relationship is
"transactional," which implies "if you give me that, I will give you that," with the leader
controlling the incentives and contingencies (Moriano et al., 2014). According to Bass
(1985), in this sort of leadership, subordinates who demonstrate high performance are
rewarded, while those who do not are penalized.

2.2 Three main differences in leadership styles between British and Vietnamese
2.2.1 Differences in the roles of leader between British and Vietnamese
The leadership roles between Vietnam and the UK are very different. The
leadership styles most used in Vietnam today is a combination of democratic and
transformational leadership. This means that subordinates receive the delegation of power
and support from the leader, but are still under the control of the leader .According to
Gastil (1994), this democratic-oriented style is a way of "distributing responsibilities
among members, empowering group members, and supporting group decision-making".
Although the leader remains the ultimate decision maker, team members are always
encouraged to participate in the process (Amanchukwu et al, 2015, 10). In contrast,
autocratic leadership styles in the UK tend to be more relevant in individualized, Western
societies (Gerstner & Day 1994; Bass 1998). That means one person has control over all
matters in the organization with very little input from other employees. Autocrats often
make decisions based on their ideas and judgment, and they rarely accept advice or
advice from subordinates.

Nguyễn Thị
Page 9
Accumulative

The table below is an analysis of the roles of the British’s leader.

The table below is an analysis of the roles of the Vietnamese’s leader.

Nguyễn Thị
Page
Accumulative

The table below is a summary of the roles between of Vietnamese’s leader and British’s
leader.

QUESTION ANSWER VIETNAMESE BRITISH

Autocratic 16,7% 76,9%

Democratic 38,9% 15,4%

What are the basic leadership
styles in your country ? Transformational 38,9% 7,7%

Transactional 5,6% 0%

Conscientiousness Agree Slightly disagree

Extroversion Agree Slightly disagree

What you think these are the
basic personality types of leaders Openness Agree Slightly agree
in your country.
Agreeableness Agree Slightly disagree

Neuroticism Slightly agree Agree

Nguyễn Thị
Page
Accumulative

Table 2.2.3 The roles of British and Vietnamese leader

The role of the leader is accurately described in surveys tables 2.2.1 and 2.2.2.
According to the survey results, 70% of Vietnamese people who participated in the
survey said that democratic leadership is the main leadership style in Vietnam. The
remaining 70% think that transformational leadership is being developed in Vietnam.
From the survey results, we can see that the most used leadership styles in Vietnam today
are a combination of democratic and transformational leadership. Leaders tend to believe
in their employees' ability to handle work. According to Ittner & Larcker democratic
leaders tend to be concerned with “consulting with employees” (Ittner & Larcker, 2002)
and giving direction during operations and authority. Theirs is still guaranteed.
Furthermore, the democratic style promotes shared responsibility with such delegating
and consultative power (Heneman & Gresham, 1999). From surveys and research, we can
believe that the role of Vietnamese leaders is to delegate power and support to
employees. In addition, the leader encourages members to participate in the final
decision-making process. In contrast, according to Table 2.2.2, we get 10 British opinions
about their country's leadership style. 80% of the opinions say that Autocratic style is the
main style of bosses in the UK. According to Laura Corddry , Autocratic leadership is
described as supreme authority over others. These leaders tend to make choices based
solely on their own ideas and do not listen to their team or seek input from others.
Autocratic leadership is acquired through punishment, threats, demands, orders, rules,
and regulations (Flynn, 2019). Salem Press Encyclopedia .From the results of the study
we can assume that the leadership in British is the one who takes the lead and makes the
decision on all matters and does not consult their staff further.
2.2.2 Differences in deferences of leader between British and Vietnamese
The table below is an analysis of the British leader's respect. Because the British
place a high value on individuality, the culture of English-speaking countries, especially
the UK, considers personal values to be fundamental values that play an important role in
shaping personality, attitudes ,beliefs and communication rules. Individuals are therefore

Nguyễn Thị
Page
Accumulative

encouraged to express themselves in their own ways and no one can interfere. And it is
important that when the superior decides, the employees must implement it and do not
have the right to question it. According to Amanchuku et al (2015), leaders have so much
power that followers have to do what they say. And that means creativity and innovation
are not welcomed by leaders.
When a leader discovers that an employee does not respect him, some leaders will
directly find the cause and give the employee a chance to correct the mistake. However,
there are also some other leaders who are more authoritarian and will pressurize that
employee to quit or be fired for not following their instructions.

Question: What is the boss's attitude Question: How does the supervisor react
when receiving questions from in your country when employees
employees in your country? disrespect him or her?

Table 2.2.4 The deference of British’s leader

The table below is an analysis of the deference of the Vietnamese’s leader

Nguyễn Thị
Page
Accumulative

What is the boss’s attitude when receiving How does the supervisor react in your country
questions from employees in your country? when employees disrespect him or her?

Table 2.2.5 The deferences of Vietnamese’s leader

According to Ittner & Larcker, Democratic leaders tend to be interested in “consulting

with employees' ' (Ittner & Larcker, 2002). Vietnamese people tend to put the interests of
the community before the individual. It can be seen that 50% of survey respondents
believe that leaders in Vietnam always welcome the contributions and questions of their
employees. However, 30% said that the leader does not listen and only implements their
ideas and the remaining 20% thinks that employees do not have the right to question their
leaders.
When leaders in Vietnam find out that employees do not respect them, most Vietnamese
leaders will find out the reason and give them time to change their mind. They want to
improve their employees' perspective. Because Vietnamese people are not afraid to face
their bad points to change for the better. They will not add jobs and pressure the
employee or seek to fire him or her.
The table below is an analysis of make decisions of the British’s leader

Nguyễn Thị
Page
Accumulative

Question Answer Vietnamese British

What is the boss's attitude when Narrow-minded and 30% 30%

receiving questions from implement their own ideas
employees in your country?
Open-minded and provide 50% 20%
feedback

No such a power delegation 20% 50%

How does the supervisor react in Find the cause of your 33.3% 27.8%
your country when employees employees' behavior.
disrespect him or her?
Give employees a chance to 38.9% 27.8%
explain and change their
mind

Make a lot of demands on 11.1% 22.2%

that person and put them
under pressure

Fire that employees 16.7% 22.2%

Table 2.2.6 The deferences of British and Vietnamese leader (percentage)

The table below is a summary of the differences between Vietnamese and British
leaders. As can be seen in the UK, leaders are deeply respected and never challenged
when there is no powerful delegation to question the leader. The British respect the
decision of their superiors and consider it final. Meanwhile, Vietnamese people tend to
challenge those in authority. In fact, in the modern working environment of Vietnam, the
atmosphere of teamwork and collaboration is also close friendship between people.
Leaders are open and provide feedback and sometimes enjoy asking questions.
While individuality in the UK is strong, they respect freedom of expression so they are
often not afraid to ask questions directly when they discover an employee does not

Nguyễn Thị
Page
Accumulative

respect them and give the person a chance to change their mind. For some of the more
authoritarian leaders, they fire the employee immediately or make a lot of demands on
the person and put pressure on them. In Vietnam, Vietnamese leaders will also find
excuses and give them time to change their minds. They want to improve employee
attitudes so they don't increase work and pressure employees or seek to fire Employees.
However, there are still some special cases that will be fired.
2.2.3 Differences in decision maker between British and Vietnamese
The nation's leaders' judgment is heavily influenced by its individuality. In
terms of individualism, Vietnam and the UK are two very different nations.
Consequently, there are many disparities in how these two nations make decisions.

Table 2.2.7 Table of individualism of Vietnam and England

In terms of "individualism”, Vietnam scored 20/100, demonstrating collectivism in
society. Indeed, all Vietnamese have always belonged to some extended family or
group or organization. Since they are one of the members there and they work hard
for the common good of the group, they will receive loyalty and protection. In
Vietnam, it is more important to be “we” than “me”. Therefore, personal voice and
the use of "I" are discouraged. Instead, a shared voice and purpose will be taken

Nguyễn Thị
Page
Accumulative

into account when making decisions. In a business context, the members of a

department or organization must be loyal and have a “work for a common
purpose” attitude. Furthermore, harmony needs to be kept in the environment.
People try to avoid conflicts and not let the scene "lose face", because Vietnamese
people are afraid of feeling embarrassed in front of people. Therefore, in business
feedback sessions, leaders often give good and positive feedback to the team. For
constructive feedback, individuals will be given in a private meeting. On the other
hand, with a score of 89, the UK is one of the countries with the highest
individualism scores which reflects the degree to which a person's self-image is
defined in terms of “I” .Individualism in decision-making entails making choices
that best serve your long-term interests. In theory, if everyone makes decisions
based on self-interest, everyone benefits, which is why some business owners
prefer this approach. Every individual in the UK works for the benefit of
themselves or their families. Personal voice and use of "I" are encouraged. In
addition, a common voice and purpose will not be taken into account when making
decisions, but instead an individual will make the decision without consulting
others.

Nguyễn Thị
Page
Accumulative

Do employees respect the boss’s decisions Who has decision–making authority in the
in your country? meeting in your country?

10%

90%

Table 2.2.8 The make decisions of British’s leader

We can plainly see in figure 2.2.8 above who has the right to decide in the US and
whether employees respect that or not. Indeed, 90% of the participants agreed that the
leader is the one who makes all the decisions at work. While the remaining 10% of
participants rated that they have decision-making power in the company. That shows that
very few bosses in this country allow employees to participate in the decision-making
process. In addition, 80% agree that they respect the leader's decision and have no further
comments. The remaining 20% think they have the right to give their opinion if it is not
reasonable.

Nguyễn Thị
Page
Accumulative

Do employees respect the boss's decisions Who has decision-making authority in the
in your country? meeting in your country?

Table 2.2.9 The make decisions of Vietnamese’s leader

Figure 2.2.9 shows that 60% of respondents believe they have the authority to participate
in the employer's decision before they make a final decision. This shows that in Vietnam,
employers give workers the right to do that. 40% of the participants who were still
present responded that their manager would make the choice. This shows that the leader
still retains the ability to make decisions. 40% have their own opinions depending on the
situation, while 60% believe that employees in their country accept every decision their
boss makes.

Nguyễn Thị
Page
Accumulative

Question Answer Vietnamese British

Do employees respect the boss's decisions in Yes 60 80

your country?
No

Depends on the 40 20
problem

Who has decision-making authority in the Employee

meeting in your country?
Employer 40 90

Employer and 60 10
Employee

Table 2.2.10 The make decisions of British and Vietnamese leader

From the two tables above we can see that Americans value wisdom when making
business decisions. All decision making is exercised by an individual or boss. Personal
leaders rarely seek input from their followers and instead base decisions on their own
opinions, perceptions, and knowledge. Vietnamese leaders, on the other hand, constantly
promote collaboration and employee participation in decision-making. While giving their
employees the freedom to choose how they will complete tasks, leaders must also provide
the appropriate feedback. Subordinates receive delegation of power and support from
leaders, but are still under the control of leaders

Nguyễn Thị
Page
Accumulative

CHAPTER III: CONCLUSION – RECOMMENDATION

3.1 Conclusion

American and Vietnamese cultures are very different. That has created different
types of leadership styles between Americans and Vietnamese, unique but still on the
basis of mutual benefit. First, the role in Vietnamese leadership is to empower
employees, to allow employees to participate in the decision-making process but remain
under control. In contrast, British leaders often make their own decisions according to
their understanding and vision, without the participation of employees in the final
decision. Second, Vietnamese leaders often find out why and listen to employees when
they don't respect them. On the other hand, the UK often has more arbitrary decisions that
will force employees to quit or be fired for not following their instructions. Finally, in
Vietnam employees can participate in the decision-making process decision. But in the
UK it is the opposite. British employees often accept and give little opinion on the
leader's decisions

3.2 Recommendation
After assessing everything, we can see that the leadership of the UK and Vietnam
are similarities. However, due to the influence of culture and different lifestyles should
affect each individual. The British are more individualistic than the Vietnamese. The final
decision is decided by the leader in the UK and both staff and boss in Vietnam. So if you
want to work in a foreign environment you need to have confidence and be fully
equipped with knowledge aware of differences in the other's leadership culture.
.

Nguyễn Thị
Page
Accumulative

REFERENCES
Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership
theories, principles and styles and their relevance to educational
management. Management, 5(1), 6 –14.
Ammeter, A. P., Douglas, C., Gardner, W. L., Hochwarter, W. A., & Ferris, G. R. (2002).
Toward a political theory of leadership. The leadership quarterly, 13(6), 751–796.
Ardichvili, A., & Kuchinke, K. P. (2002). Leadership styles and cultural values among
managers and subordinates: a comparative study of four countries of the former Soviet Union,
Germany, and the US. Human Resource Development International, 5(1), 99–117.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and charismatic
leadership: The road ahead. Emerald Group Publishing.
Bass, B. M., & Bass Bernard, M. (1985). Leadership and performance beyond expectations
Bowditch, J. L. & Buono, A. F. (2002). Elementos do comportamento organizacional. São
Paulo: PioneiraThomson
DuBrin, A. J. (2001). Leadership: Research findings, practice, skills (3rd ed.). Boston, ma:
HoughtonMifflin.
Edmonstone J & Western J (2002) Leadership development in health care: what do we
know? J Manag Med 16, 34–47.
Egwunyenga, E. J. (2005). Essentials of school administration. Benin City: Justice Jeco
Publishers, 77.
Flynn, S. I. (2019). Authoritarian, Democratic, and Laissez-Faire Leadership.
Gastil, J. (1994) A Definition and Illustration of Democratic Leadership. Article in Human
Relations.
Gerstner, C. R., & Day, D. V. (1994). Cross-cultural comparison of leadership
prototypes. The Leadership Quarterly, 5(2), 121–134.
Heneman, R. L., Ledford Jr, G. E., & Gresham, M. T. (1999). The effects of changes in the
nature of work on compensation.
Hoyle, J. (2012). Leadership Styles.“Encyclopedia of Educational Leadership and
Administration (ed.)” Thousand Oaks.

Nguyễn Thị
Page
Accumulative

Ittner, C. D., & Larcker, D. F. (2002). Determinants of performance measure choices in

worker incentive plans. Journal of labor economics, 20(S2), S58–S90.
Jeremy et al.,(2012) International Journal of Academic Research in Business and
performance .
Laura ,C (2020) .WHAT IS AUTOCRATIC LEADERSHIP from
https://www.nsls.org/blog/what-is-autocratic-leadership
Mahatma Gandhi Quotes. (n.d.). BrainyQuote. Retrieved November 18, 2021, from
https://www.brainyquote.com/quotes/mahatma_gandhi_160857
Moriano, J. A., Molero, F., Topa, G., & Lévy Mangin, J. P. (2014). The influence of
transformational leadership and organizational identification on intrapreneurship. International
entrepreneurship and management journal, 10(1), 103–119.

Nguyễn Thị
Page