Why Global Leadership Models Don’t Always Translate Regionally

What are the characteristics of a “good” leader?

If you ask professionals in an individualistic culture such as the United States or Australia, you may hear successful leaders defined as direct, transparent, and willing to confront conflict. If you were to ask professionals in a hierarchical culture such as Japan or China, you may hear that successful leaders exude decisive authority, prioritize team harmony, and foster long-term goals and relationships. Leadership models that fail to take into account regional leadership differences and cultural differences in leadership expectations risk alienating the very people whose trust is required for success.

Suppose you have a senior manager in the United States, known for her enthusiasm, directness, open-door policy, and for mentoring high-performers in her region. When she is promoted to a global role and takes an international assignment to India, she is dismayed by the absence of lively discussion and debate in meetings and perceives a lack of initiative from even her most senior team members due to their indirect way of communicating.

A prime example of a regional leadership best practice that does not translate globally is the “open door policy.” This is the idea that leaders keep their office doors open so that anyone in the organization, no matter their level, can collaborate with one another. It is also meant to encourage transparency and open debate, all of which are deeply rooted in Western cultural values of individualism and egalitarianism. This practice seems unthinkable in cultures where hierarchy sets expectations for etiquette, unspoken rules, and formality.

The Limits of Standardized Leadership Models

Common leadership models that prioritize a standardized, replicable management philosophy rarely take into account cultural differences in working styles. The fact is, the skills that contributed to someone leading a successful regional team will not be the skills required for leading teams across regions. It’s not necessarily that we have fundamental differences in our values of leadership, charisma and confidence, for example. The ways we arrive at these values can vary based on our culture. Particularly when it comes to cultural differences in leadership expectations, some global leadership models are heavily biased towards a particular region or culture.

It may not be necessary to completely change your management style or behavior in terms of global versus local leadership expectations. It is, however, important to recognize the times when you need flexibility in your behavior, communication, processes, and strategy to adapt to culturally distinct environments. A hybrid approach where you encompass both individualistic and community-oriented teams, creating opportunities to build trust in a myriad of ways.

What Effective Leadership Actually Requires

Effective global leadership in a global context requires several components that are not always included in leadership models. First, those used to working in a familiar local culture must develop a global mindset, where leaders understand and appreciate diverse perspectives and adjust their approach to suit different cultural environments. Second, self-awareness and authenticity require leaders to reflect on their own values, biases, and behaviors. Finally, leading teams across cultures that are inclusive, collaborative, and trusting on a local level requires a balance of the variations in local cultural values and the seemingly opposing needs of your teams across all regions.

Strong global leadership requires flexibility and awareness, not only of others in the room, but also of ourselves. The key is intercultural competence and the ability to recognize situations that require an alternative approach that builds bridges between your international teams, rather than exacerbating differences.

Understanding cultural differences in leadership is the first step. Building the skills to act on that understanding is where the real work begins. Save your spot for a 30-minute session exploring the cross-cultural behaviors that distinguish exceptional leaders when conditions keep shifting.