China - Expatriate leaders who insist on imposing their personal values and management style onto their Chinese employees are doomed to fail.

With the increase of leadership talent sent to run or grow business operations in China, it is vital for companies to ensure expatriate leaders understand the culture differences to better manage local staff for effective business results.

Erik Duerring, director of consulting services, DDI Asia, says expats need to understand how dramatically different the Chinese culture is from their own.

Duerring says, “Leaders need to understand that they are on a new playground and they have to examine their leadership practices and traits in order to adapt to this situation.”

While adapting the leadership style for the local employees is a must, expatriate leaders also have to establish a working foundation that doesn’t compromise their authority.

Duerring says the expatriate must clearly establish himself, his position and range of responsibilities right from day one.

“This sets the leadership tone upfront, but for success to thrive it must be supported by a trusting relationship,” he adds.

If expatriates are tempted to rush to gain their team's trust, Duerring warns that trust cannot be demanded.

He says, “A manager's actions in the early days will set the foundation for this - good or bad. Expatriates have to earn trust by avoiding behaviours that will only create mistrust.”

Typical expatriate behaviour types include making critical decisions without involving local managers or asking for their input and only socialising with other expatriates instead of attempting to create local relationships.

Thus, expatriate leaders have to justify their corporate practices to the local employees and not simply enforce “a home office mentality” onto them.

Duerring says, “Communication and explanation is a must.”