Collaborative Leadership in Collectivist Cultures
In my previous blog article I mentioned how collectivist cultures prioritize group harmony, family ties, and community over individual achievements (Hofstede, 2020). In countries like the Philippines, its ASEAN neighbors, Japan, China and South Korea, among others, the success of the group is often valued above personal accomplishments. This cultural fabric provides fertile ground for the effective practice of collaborative leadership which emphasizes teamwork, collective problem-solving, and shared decision-making. Understanding collectivist values is key to appreciating how collaborative leadership can be applied particularly in collectivist cultures.
Many years back, I joined an organization that was facing a major leadership change. The COO was promoted to another role and it was important to identify his replacement quickly. I had only been with the company a few months but as head of HR, I was heavily involved in the selection process.
One of the candidates the CEO favored for the COO role was the head of sales. Which meant that if he was successfully placed, his role would also need to be filled. For that the CEO also believed that one of the direct reports of the sales head was the most qualified. However, In my limited dealings with the two, I felt that this might be the wrong choice and was advocating for an external search. We were in the middle of a significant organizational change effort and I felt that a stronger, more intense leadership style was in order. Because in contrast, I found both the head of sales and his deputy as quiet unassuming individuals who although were obviously technically competent did not convey that assuring self-confidence and assertiveness that I had come to expect from people in these roles. In fact, during meetings, they were the opposite, preferring to let their people have the limelight and staying instead in the background.
The CEO though, was a company veteran who had led the organization through many years of success and growth. I trusted his judgement, and despite my misgivings, supported his decision to promote the head of sales as COO and for his direct report to replace him as head of sales.
The anticipation was palpable as we walked into the company-wide town hall organized specifically for that announcement. The promotion of the current COO had been announced weeks earlier, leaving everyone buzzing with curiosity about his successor. As I took my seat, I couldn't help but feel a twinge of doubt – had we made the right decision?
Then, the CEO took the stage and made the announcement. The room erupted in applause, a wave of genuine excitement washing over everyone. My apprehension vanished instantly. It was clear that our choices were not only competent and focused, but also deeply respected and admired. Their collaborative leadership style that was perfectly aligned with the company's culture resonated with everyone in the room. In that moment, I knew our CEO was right – we had made the best possible choices because the people they would lead would not let them fail.
Collaborative leadership involves building consensus, facilitating open dialogue, and empowering team members. It aligns closely with collectivist values by focusing on group cohesion and inclusive participation (Goleman, 2017). This style creates an atmosphere where each team member feels their input is valued which fosters a sense of ownership and responsibility toward collective goals. Through this approach leaders can tap into and leverage the strengths of collectivist cultures. Thus ensuring sustainable performance and creating environments where innovation and productivity thrive.
Applying collaborative leadership in collectivist settings requires specific strategies. I've found that creating a safe space for open communication is key. This means resisting the urge to dominate conversations, instead actively encouraging others to speak up. In cultures with wider power distances, structured brainstorming sessions can be incredibly effective. They give everyone a chance to contribute; regardless of their position in the hierarchy. By ensuring that every voice is heard, we tap into a wealth of diverse perspectives and creative solutions, ultimately strengthening the entire team.
Building trust and transparency is another crucial element. Openness about company goals and processes helps reinforce the bonds between the leader and his team members (Kim & Mauborgne, 2015). A humble demeanor enables collaborative leaders to acknowledge that they do not have the monopoly of good ideas and solutions thus allowing team members to communicate freely without fear of being judged. Giving opportunities for team members to use and maximize their strengths autonomously makes them feel trusted and valued. And when team members feel their leaders have their backs they are more likely to invest wholeheartedly in the team's objectives.
Promoting shared goals is aligned with the collectivist ethos of many Asian cultures. To do this, leaders should establish common objectives that unite the team instead of encouraging competition by emphasizing and rewarding individual goal achievement. Affirming the group’s shared purpose and values by encouraging collaborative decision-making processes, nurtures a sense of common destiny, which can be a powerful motivator.
Delegating effectively is another aspect of collaborative leadership that suits collectivist cultures well. Empowering employees by delegating responsibilities not only enhances engagement and creativity, but also maintains motivation and loyalty (Triandis, 1995). In environments where the group's success is paramount, empowering individuals within the team to take on leadership roles can drive innovation and shared ownership of outcomes.
By synthesizing these strategies, organizations can fully realize the benefits of collaborative leadership within collectivist cultures. This approach not only respects but leverages the cultural nuances, leading to more cohesive team dynamics and ultimately, superior organizational results. Leaders who take the time to understand and integrate these practices can unlock new levels of team synergy and innovation.
References
Hofstede, G. (2020). Cultural Dimensions in Business. Retrieved from https://www.hofstede-insights.com/product/compare-countries/
Goleman, D. (2017). Leadership Styles: How to Change for the Better. Business Psychology Journal, 45(3), 56-70.
Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy. Harvard Business Review Press.
Triandis, H. C. (1995). Individualism & Collectivism: New Directions in Social Psychology. Westview Press.