Making Decisions When People Think - and Lead - Differently | Problem-Solving and Leadership Styles

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5a Describe how intercultural communication can affect the success of a business (CLO 1, CLO 3, CLO 4, CLO 5)
5c Apply competent relationship practices in common work settings (CLO 5, CLO 6)

Making Decisions When People Think - and Lead - Differently

Leadership effectiveness is determined by cultural context, contrasting individualistic, top-down decision-making with collaborative, and consensus-driven approaches. Cultural values, specifically power distance and uncertainty Avoidance, dictate team problem-solving approaches and leadership expectations. Some cultures view a leader's request for input as a sign of weakness rather than collaboration. If you were leading a team with these mixed expectations, how would you explain your leadership style without losing the group's respect?

Think back to a time you were in a group that had to make a decision. Did someone step up immediately and take charge? Did the group brainstorm until they reached consensus? Or did everyone wait, unsure who had the authority - or the responsibility - to move things forward?

Problem-solving and leadership might seem like straightforward business functions - but they're anything but universal. What "good leadership" looks like, how teams are expected to solve problems, and even who gets included in decision-making can vary significantly depending on cultural values, individual backgrounds, and team dynamics.

In some workplace cultures, leaders are expected to be decisive, assertive, and directive. In others, they're seen as facilitators who build group consensus and avoid taking center stage. Likewise, group members may expect clearly defined roles - or prefer flexibility and shared ownership. These differences can be shaped by factors such as power distance, individualism vs. collectivism, work-life balance expectations, and access to past leadership opportunities.

In this chapter, you'll explore how cultural and identity-based factors influence leadership expectations, group roles, and problem-solving strategies. You'll learn how your own preferences and assumptions about leadership may differ from others' - and how to adapt in ways that support equity and collaboration.

Being culture smart doesn't mean always leading or following the same way - it means learning how to guide, contribute, and support progress in ways that work across diverse teams and perspectives.

Source: Carolyn Hurley
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