PEOPLE.IDEAS.PERFORMANCE

84 considered. Ongoing Romanian organizational studies indicate that old-school managers are been successfully replaced by a new generation of leaders who have quickly adapted to the increasingly competitive global business world. As a result of this effort, the gap between Western and Romanian managers’ conceptions of ethics is co nsistently been closed in spite of the inherent cultural differences. &21&/86,21 )267(5,1* &223(5$7,21 In this chapter we have compared and contrasted what expatriate mangers need to consider to be effective when working in collectivist and individualist cultures at the individual, organizational, and societal levels. We advise the expatriate manager to become an expert in the local culture, values, norms, and communication styles in order to fit into the culture and not offend local employees, customers, or suppliers. We recommend that the expatriate study the differences between collectivist and individualistic cultures in order to understand the forces that impact employees and societal members desire to cooperate. We provided two appropriate leadership styles for each of the two types of societies to help the expatriate manager understand how to interact with, and influence employees to cooperate. Cooperation is essential for individuals, organizations, and societies to achieve their objectives and goals. We can accomplish more when we work together, but how we work together depends on the culture. 5()(5(1&(6 Allen N. J. & Meyer J. P., 1990, The measurement and antecedents of affective, continuance and normative commitment to the organization , Journal of Occupational Psychology, 63, p. 1-18. Bar-On R., 2004, The Bar-On Emotional Quotient Inventory (EQ-i): Rationale, description and summary of psychometric properties in Geher, G. (Ed). Measuring emotional intelligence: Common ground and controversy, Hauppauge, NY: US: Nova Science Publishers, p. 115-145. Bass B.M., 2000, The future of leadership in learning organizations , Journal of Leadership Studies, 7(18), p. 18-40. Buber M., 2010, Reprint of the 1938 original edition of I and Thoum Eastford, CT: Martino Publishing Chan A., 1997, Corporate culture of a clan organization: A case study of DHL International , Management Decision, 35(2) p. 94-99 Cheng B., Chou L., Wu T., Huang M., & Farh J., 2004, Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations , Asian Journal of Social Psychology 7, p. 89 – 117 Chou W., 2002, The transformation of industrial authority and paternalistic capitalism in the global economy: Case studies of Taiwan’s textiles industries , International Journal of Human Resource Management, 13(3) p. 550-568. Chou S. Y., 2012, Mil lennials in the Workplace: A Conceptual Analysis of Millennials’ Leadership and Followership Styles , International Journal of Human Resource Studies. 2(2) Collins J. C., 2001, Good to great: Why some companies make the leap ... and others don't , New York, NY: Harper Business. Crook Z., 2009, Honor, shame, and social status revisited , Journal of Biblical Literature 128(3), p. 591-611.