Cultural expectations and leadership
Before reading
Do the preparation task first. Then read the text and do the exercises.
Preparation task
Match the definitions (a–h) with the vocabulary (1–8).
Vocabulary Definition
1. …… vague
a. to perform or complete a job or activity
2. …… to carry out a
b. unclear, not specific or definite
task
c. a system where members are ranked according to
3. …… democratic
status or authority
4. …… a hierarchy
d. based on the idea that everyone is equal and
5. …… to come up should be involved in making decisions
with
e. to think of something such as an idea or plan
6. …… resentment
f. to be seen or understood in a certain way
7. …… to be perceived
g. to have the ability to take action without someone
8. …… to have telling you what to do next
initiative
h. dissatisfaction and bad feelings from being treated unfairly
Cultural expectations and leadership
Gabriela worked for a multinational company as a successful project manager in Brazil and
was transferred to manage a team in Sweden. She was excited about her new role but
soon realised that managing her new team would be a challenge.
Despite their friendliness, Gabriela didn’t feel respected as a leader. Her new staff would
question her proposals openly in meetings, and when she gave them instructions on how to
carry out a task, they would often go about it in their own way without checking with
her.
When she announced her decisions on the project, they would continue giving their
opinions as if it was still up for discussion.
After weeks of frustration, Gabriela emailed her Swedish manager about the issues she
was facing with her team. Her manager simply asked her if she felt her team was still
performing, and what she thought would help her better collaborate with her team
members. Gabriela found her manager vague and didn’t feel as if he was managing the
situation satisfactorily.
What Gabriela was experiencing was a cultural clash in expectations. She was used to a
more hierarchical framework where the team leader and manager took control and
gave specific instructions on how things were to be done. This more directive
management style worked well for her and her team in Brazil but did not transfer well
to her new team in Sweden, who were more used to a flatter hierarchy where
decision making was more democratic. When Gabriela took the issue to her Swedish
manager, rather than stepping in with directions about what to do, her manager took on
the role of coach and focused on getting her to come up with her own solutions
instead.
Dutch social psychologist Geert Hofstede uses the concept of ‘power distance’ to
describe how power is distributed and how hierarchy is perceived in different cultures. In
her previous work environment, Gabriela was used to a high power distance culture
where power and authority are respected and everyone has their rightful place. In such a
culture, leaders make the big decisions and are not often challenged. Her Swedish
team, however, were used to working in a low power distance culture where
subordinates often work together with their bosses to find solutions and make
decisions. Here, leaders act as coaches or mentors who encourage independent
thought and expect to be challenged.
When Gabriela became aware of the cultural differences between her and her team, she
took the initiative to have an open conversation with them about their feelings about
her leadership. Pleased to be asked for their thoughts, Gabriela’s team openly
expressed that they were not used to being told what to do. They enjoyed having
more room for initiative and creative freedom. When she told her team exactly what
she needed them to do, they felt that she didn’t trust them to do their job well. They
realised that Gabriela was taking it personally when they tried to challenge or make
changes to her decisions, and were able to explain that it was how they’d always
worked.
With a better understanding of the underlying reasons behind each other’s behaviour,
Gabriela and her team were able to adapt their way of working. Gabriela was then
able to make adjustments to her management style so as to better fit the expectations of
her team and more effectively motivate her team to achieve their goals.
Tasks
Task 1
Are the sentences true or false?
Answer
1. Gabriela’s management style worked well with her team in Brazil but True False
not with her team in Sweden.
2. Gabriela’s team questioned her proposals and her decisions True False
because they didn’t trust or respect her.
3. Gabriela was satisfied with her Swedish manager’s way of dealing
with her problem. True False
4. Gabriela found it helpful to talk openly with her team about the
differences in their expectations. True False
5ab. rGiela faced a problem with her Swedish team because her
management style was old-fashioned and wrong for the modern True False
world.
6. The author believes that people from high power distance True False
cultures and low power distance cultures should never work
together.
Task 2
Write the sentences in the correct group.
1. The manager gives the team detailed instructions on what to do.
2. The manager makes the big decisions.
3. Team members do not usually challenge the manager.
4. The manager acts as a guide but encourages input from the team.
5. The manager gives specific advice to help solve problems.
6. The manager involves the team in making decisions together.
7. The manager has a lot of control over what happens.
8. Team members can take the initiative to do things their way.
9. The manager encourages the team to find their own solutions.
10. Team members can often challenge the manager.
Expectations in a high power distance Expectations in a low power distance
culture culture
Discussion
What do you think the role of a manager should be
