Comparing Leadership Styles Across Asia and Europe: Impact on Employee Engagement

Abstract

This study investigates leadership styles in multinational firms across Asia (China, Japan, India) and Europe (Germany, UK, France) and their influence on employee engagement. Using surveys of 1,200 employees and interviews with 200 managers, the research highlights that European leaders emphasize participative decision-making, autonomy, and empowerment, promoting innovation and engagement. Asian leaders often adopt hierarchical and collectivist-oriented approaches, emphasizing loyalty, social cohesion, and long-term relationships. The study reveals that employee engagement outcomes are shaped by cultural expectations, communication styles, and organizational structures. Recommendations include culturally adaptive leadership training, cross-border mentoring programs, and hybrid management approaches to align leadership practices with employee motivation across regions.