By Dr Tanya Finnie | Cultural Strategist
One of the most overlooked factors in global collaboration is how teams approach decision-making. For leaders managing multicultural teams, this isn’t just a procedural detail— it can be the difference between harmony and frustration, momentum and delay.
Hierarchy plays a significant role in shaping how decisions are made across different cultures. In some countries, deference to seniority is expected and respected. In others, egalitarianism and consensus are key. Misunderstanding these expectations can lead to stalled projects, demotivated teams, and even damaged relationships.
High Power Distance vs Low Power Distance
Geert Hofstede’s cultural dimensions framework offers a helpful lens here, particularly the concept of power distance, which isthe extent to which less powerful members of organisations expect and accept that power is distributed unequally.
In high power distance cultures like South Korea, China, India, and much of the Middle East and Latin America, hierarchy is deeply embedded in organisational life. Decision-making is typically top-down, and junior team members often wait for senior direction before acting. Taking initiative without approval may be seen as disrespectful.
In contrast, low power distance cultures like the Netherlands, Sweden, Australia, and New Zealand emphasise equality and participation. Teams expect open discussion, collaborative input, and shared ownership of decisions. Leaders are seen more as facilitators than authoritative decision-makers.
When Styles Clash
Imagine a cross-cultural team project involving Dutch and Korean colleagues. The Dutch team expects everyone to contribute their views and shape the decision together. The Korean team, on the other hand, looks to their senior leader for final approval before moving forward.
What happens? Frustration on both sides. The Dutch may see the Koreans as passive or disengaged. The Koreans may see the Dutch as lacking respect for authority.
Neither is wrong— they’re just working from different playbooks.
Clarify Expectations Up Front
The key to avoiding these conflicts? Clarity.
At the start of any project, take the time to agree on decision-making protocols. Who is responsible for making the final call? Will the team vote, or will the leader decide after input? Will consensus be pursued, or is speed a priority?
Explicitly naming these expectations helps avoid confusion later. It also shows cultural respect, as it acknowledges that not everyone operates with the same assumptions.
Adapt Without Losing Authority
Leaders don’t need to abandon their preferred style, but they do need to be flexible. If you’re from a culture where consensus is king, but you’re managing a team that expects top-down leadership, you may need to be more decisive. Likewise, if you’re used to making the call on your own, but your team expects collaboration, you’ll need to create more space for dialogue.
Being adaptable doesn’t mean losing control, it means using cultural intelligence to bring out the best in your team.
Why This Matters
Cultural misunderstandings in decision-making waste time, erode trust, and compromise results. But with a little awareness and intentionality, leaders can bridge these gaps and lead more effectively across borders.
Remember: hierarchy is not universal. What feels natural in one setting might feel alien, or even offensive, in another. But when leaders learn to recognise these patterns and set clear expectations, they turn potential friction into powerful alignment.
Because ultimately, good decision-making isn’t about one style being better than another. It’s about knowing which style works best for your team— and when to use it.