Leadership and management often remain confused as these two are mostly taken in one content. Some specialist classifies these two indifferent content, leadership as a part of management. According to him a single word management include different concept and leadership is one of its concept. Leadership actually means ability to influence other behaviors and acts in order to achieve a certain goal. In multi-national organization, leadership strategy is used by the managers as they want to lead their sub-ordinates to achieve that purpose for which the organization is made for. In any leader, confidence, motivation, better communication system, influencing others, decision making and goal setting characters are essentials as these are the major characters of any leader. Today we will compare leaderships in OOO (some kind of company) within US and in China.

The paper aims to see the differences in leadership strategy used by US and China while particularly taking OOO in consideration. This difference enables us to know different strategies these two countries have adopted. Moreover, we are going to describe the different leadership strategies used by these countries.

The democracy in US is more than in China, the reason compromises that US have high political background and have high delegate authority. The political system of the US country favors the democracy and the top management do not love to involve in the issues rather they use to delegate the authorities to their sub-ordinates and much of the authority is in the hand of middle and lower level managers. In US the individualism is preferred than the group working. US Company usually seek the Variety reduction in leadership, means that they use to remove the uncertainty by focusing on limited number of resources. This enables the US leader to control the poor performance of their subordinates. Moreover, the OOO in US prefers to get experienced employees in their firm. The Companyof US focus mainly on opportunities and less on problems and that is why the OOO adopted diversification in US. The US manager working in China for Company are less ethnocentric rather the Chinese managers. The US manager believes on giving the authority form the top while giving the decision making and problem solving authority to the middle manager. The organizational process in US OOO is that main authority is passed form the top while lower level mangers that directly interact with the customers solve the problems by them selves. They decide by themselves that how they have to treat people and what will be their next step in the future.

Leadership in Company by China

Democracy trend in china is very low and that is the reason that leaders in china usually take care of their employees. In fact, China believes on high group orientation, where the leadership strategy works less rather team working is preferred more. We can say that in China paternalistic strategy work more in which the employees are considered as partners. Above all, the china though does not prefer leadership, but do not allow the MNE’s of international firms to lead the china employees in their showroom and firm. Comapany working in China can not adopt leadership strategy to lead the Chinese employees in their country and thus found many problems. Chinese usually adopt the variety amplifier strategy in which the uncertainty increases as the Chinese manager usually seek different alternatives, evaluate them for their further future use. Chinese leaders are the problem seeker; they believe that solving different problems within the firm can reduce uncertainty and increases efficiency while seeking the opportunities. They believe that solving the existing problems while seeking the new opportunities is more important fro the firm to work in the future. The individual behavior in the company working in China is different form that of US. The individualism is not a belief of china rather they believe on group dynamics. The organizational behavior in Chinese Company is basically depending on team working and on paternalistic in which a system works on define pattern. Authority and major decision are in the hand of top management, not believe on individualism rather work in teams or groups to solve different problems.

While working in US and China, Company faces different problems as what type of leadership strategy they must adopt in order to achieve the goals and objectives. A detail theory and concept is provided that will suggest that what type of strategies the firm must adopt to deal with this leadership in these two countries. The very first section deals with contingency design theory and the other section will deals with structural theory.

Contingency theory

Al Dunlap experience shows that different leadership strategies must be adopted by the firm when working at global level. The reason is that different countries culture and tradition highly affect the leadership in countries. Some people do not love to lead while some people love to get supervision form the top to know that what should be their next step. Therefore, contingency theory suggests that different leadership strategies should be adopted according to the country type. In this contingency theory, different concept and strategies are used and these will be the part of paper description.
Fielder Model

According to fielder contingency model, the group performance can be made better if the proper matching of leader style and situation is gained by the leader. This is actually a proper matching between the leader style and type of situation. Different situation required different styles of leadership. For this the leadership style is required to be identified according to the situation. To know that what actually the style should be Fielder developed last preferred co-worker questioner. This questioner will help the leader to know that either their employees are task oriented or relationship oriented. Fielder develops a 16 pager questioner in which he ranked question into two categories, task oriented and relationship oriented. These questioners are then circulated within the employees who than elaborate that what type of leadership strategies are required by the employees. Similarly the Companyshould adopt the similar way of questioner before operating in any country to know that what type of leadership strategy they want in the company, either want task oriented leadership or relationship oriented leadership. While working at global level, such mechanism won’t work as the number of employees is huge and taking view of each employee at each region would not be possible by the Company.

Later fielder has developed three contingency dimensions which should be taken in consideration as these will define the key situational factors of any firm. These three contingency dimensions are given as
• Leader-member relations: this defines the relationship within the employees and their leaders. This dimension also shows the degree of confidence, respect and trust the members have on their leaders.
• Task structure: this dimension enables the leader to know that which job assignment should be structured and which should not be structured.
• Position power: this dimension describes the power of the leader such as power of hiring, firing, promoting and salary increase.

According to fielder view, the more the better relation within the leader and the employee, better will be the structure of an organization. The stronger the position of the leader in the firm, the more he/she will has control over the employees. In matching leaders and situations, the fielder proposed that task-oriented leaders can work better in situation in which the circumstances enhance the task orientated nature of the leaders.

For instance fro task oriented leaders, a better structured and manages system will work better. Moreover, the more the power given to the task-oriented leaders, the more they can achieve their task efficiently and quickly.
1. Leadership-领导能力-lǐngdǎonénglì
2. Management-管理- guǎnlǐ
3. Ability- 能力- nénglì
4. Influence-影响yǐngxiǎng
5. Achieve a goal-达到目的- dádào mùdì
6. Confidence-信心-xìnxīn
7. Motivation-动机dòngjī
8. Communication-交流- jiāoliú
9. Strategy-战略- zhànlüè
10. Political system-政治制度 zhènɡzhìzhìdù
11. Employee-雇员 gùyuán
12. Employer-雇主gùzhǔ