英语翻译会另外加分噢.Hofstede’s (2001) onion diagram shows that at the

英语翻译
会另外加分噢.
Hofstede’s (2001) onion diagram shows that at the center of each individual are core values,and that practices cut across the outer levels of rituals,heroes,and symbols.I believe that the core leadership dimensions must be synchronistic with core values,and that leadership qualities must be displayed through the appropriate cultural lens.For example,trust is a universal value and a leadership quality,regardless of culture,based upon a review of the published research.To build trust,however,requires an understanding of how trust is perceived in each particular culture.Certainly,the reputation of a leader will often be known,but she or he must earn the trust of the individuals and groups served,every day.
The culture of the countries and organizations on a project can be diverse.Consider a global matrix firm with offices in 50 countries (here I mean branches that are fully staffed with a significant number of nationals),paired with a small projective firm that has offices in a 51st country,doing a project for a political bureaucracy.Then assume that the project is conducted 50% virtually (on-line with no face-to-face contact.Bass and Stogdill (1990) suggest that when adopting or implementing the following styles of leadership proper sensitivity to cultural differences is required:
• Autocratic or democratic
• Participative or directive
• Relations oriented or task oriented
• Considerate or structuring
• Active or laissez-faire.
The underlying concept is that a leader not only has the ability to implement some or all of these styles,but also must select the appropriate style to fit the circumstance and organizational structure.To take one example,consider power.A leader will know how and when to exercise the power that she has,and the type of power (e.g.participative or directive) that the circumstances,structure,and culture require.The application of authorized power would be quite different in autocratic and democratic cultures,and quite different in corporate cultures that are participative versus directive.
The economic environment (business sector,geographical location,and the market timing) associated with a project must also be understood by a leader.Imagine a power generation project,located in Thailand,during a period of economic contraction for the country.This environment will force a leader to adapt the communication and empathetic qualities to fit the potentially pessimistic attitudes of the project team and stakeholders.Under circumstances such as these,the leader will potentially have less influence on superior stakeholders because the pressure to complete the project may have dissipated,and the influence to move problems ahead faster may have diminished.This then can affect trust.
之所以悬赏分这么点只是不想浪费，

Hofstede（ 2001 ）的统计图显示,在每一个人的心中都有自己的核心价值观,而且超越了仪式化、英雄主义和象征性.我认为,领导核心问题在于必须于核心价值观同步,而且领导素质必须通过适当的文化镜头显示.例如,信任是一种普遍的价值观和领导素质,不论文化的差异,并建立于审查出版的研究.然而,建立信任需要了解如何信任被认为是在每个特定的文化之上.当然,领导者的声誉往往是已知的,但他（她）必须每一天都为已赢得信任的个人和团体提供服务.
国家和组织的文化的可以多样化.考虑一个办事处在50个国家（在这里我的意思是完全分支机构配备了大量的国民）的全球性公司, 加上一个办事处在第51个国家的小射影公司,为一个政治的官僚机构做一个项目.然后,承担的项目几乎完成了50 ％ （在网上联系,没有面对面的接触）.这表明,当采取或执行下列有文化差异的领导风格的敏感性要求：
•专制和民主
•参与或指令
•关系导向或任务导向
•体贴或结构
•主动或放任
其基本概念是,一个领导者不仅有能力执行部分或所有这些样式,而且还必须选择适当的风格,以适应环境和组织结构.采取一个例子,考虑权力.领导者知道何时以及如何行使权力,她已经和类型的电源（如参与或指令）的情况,结构和文化需要.授权的应用电源将是非常不同的专制和民主的文化,完全不同的企业文化是参与与指令.
经济环境（商业部门,地理位置,以及市场时机）相关的一个项目,也必须理解的领导者.想象一下,一个发电项目中,设在泰国,在经济收缩时期的国家.这种环境会迫使领导者,以适应通信和同情的素质,以适应潜在的悲观态度的项目小组和利益相关者.这种情况下,这些领导人将有可能影响较小,因为优越的利益相关者的压力,以完成该项目可能已经消散,而影响移动速度可能面临的问题已经减少.这就可能会影响信任.