Observing differences in verbal communication : Filipino and British manager‐subordinate interactions

As business operations become increasingly global, the need for managers to communicate effectively with members of other cultures becomes more important. This is particularly true of managers who take up positions overseas, and an area where cross‐cultural differences may be apparent is leader behaviour. Using structured observation of simulated interviews, attempts to compare the verbal leader behaviour of British managers and subordinates with that of managers and subordinates in the Philippines (as an important area within South‐East Asia). Results revealed no significant differences in verbal behaviour between British and Filipino managers/subordinates, except in the categories of evaluating and enquiring. Makes some recommendations on how to approach interactions with Filipino subordinates and managers.