Page 16 - Finnish_leadership

A summary of the paradoxes:
An engineer-like approach in both good and bad
We can, in a slightly tongue in cheek manner, say that the Finnish leadership style is crystallised as a kind of an engineer-like approach. Professional skills are good and processes are running smoothly. Finnish leaders are neither self-important nor snobbish. They say they will get things done and will do as they say. Finnish leaders focus on issues and do not deem it necessary to emphasise hierarchies or put themselves on a pedestal. Finnish leaders trust their subordinates and give them room to get their work done.
Power distances are low and leaders easily approachable. Finnish leaders are also capable
of making decisions. Instead of getting caught in discussions and the multitude of alternatives, they know how to draw the strands together and decide how to proceed. This characteristic was considered to separate the Finnish leader from the stereotypical
Swedish leader, for instance, for whom discursive decision making is more common. Nonetheless, there is also a downside to the ”engineer-like approach”. It sets the focus on systems and processes instead of people; indeed, the relatively poor ability to inspire people and lead through a sense of meaningfulness was considered a weakness of Finnish leaders. The abilities for immersing oneself in activities and showing vulnerability, both of which are currently much-called-for qualities, are not among the key characteristics of the archetypical engineer.
Reliance on processes may also hinder renewal. Stepping outside processes may feel unpleasant, which makes abandoning old practices go more slowly. The lack of a culture of discussion reduces the possibility of including diverse views as part of the creation of new things.
16 The State and Future of Finnish Leadership