April 2025
Harvard Business Review recently published an article by Dave Livermore, Research Professor in Strategy and Innovation, discussing how Western leadership models often fall short in today’s globalized workplace, where cultural intelligence, not just traditional management expertise, is key to leading diverse, high-performing teams.
To lead effectively across cultures, managers must develop cultural intelligence—the skill to read the room, adjust their leadership style to fit the context, and recognize when their usual approach may fall short. This often requires recalibrating the level of autonomy they offer, how they create psychological safety, and the degree of openness with which issues are addressed, while avoiding the trap of oversimplifying cultural differences or placing too much emphasis on them.
As Livermore explains, “Western managers are told that owning their mistakes and discussing them openly is crucial for building trust, but for someone from a face-saving culture, it can be disorienting when a leader speaks candidly about a mistake. Leaders hold a position of authority and honor, and hearing them grovel about what they did wrong may actually erode trust.”
True global leadership goes beyond awareness of cultural norms; it requires ongoing learning, flexible communication, and a nuanced approach to building trust, motivation, and collaboration across cultures.
