When working across cultures, it’s tempting — and often convenient — to fall back on national stereotypes: Germans value efficiency, Americans prioritize individualism, Japanese professionals avoid conflict. But what if these assumptions, however well-meaning, are actually getting in the way of effective global leadership?
In their widely cited research, Bradley Kirkman, Vas Taras and Piers Steel pose a compelling challenge to the way we think about culture in business. Their study, featured in Harvard Business Review, revealed a striking insight: over 80% of cultural value differences exist within countries, not between them.
That figure should give us pause.
Culture Isn’t (Just) a Country
National cultures are real. They can shape language, institutions and societal norms. But in today’s interconnected world, they’re just one piece of a much more complex puzzle. Ethnicity, gender identity, generation, socio-economic background, urban vs. rural upbringing, profession, and organizational culture all contribute to how we think, communicate, and collaborate. In other words: two people from the same country may have more cultural distance between them than two colleagues from opposite ends of the globe.
This means global companies can no longer afford to rely on country-based frameworks alone when trying to understand and manage cultural diversity.
So What Unites Us?
If national borders aren’t the strongest cultural binders, then what is? Research in intercultural competence and team dynamics suggests a few key factors:
- Shared goals and values: Alignment around purpose can often outweigh cultural differences.
- Professional identity: Designers, engineers, or marketers may operate within distinct subcultures that transcend nationality.
- Organizational culture: A strong internal culture can create a sense of belonging and behavioral norms, especially in hybrid or remote teams.
- Lived experiences: Education, socioeconomic background, migration history, or generational identity can shape worldview more powerfully than a passport.
What This Means for Leaders
Here’s where it gets practical. Inclusive leadership today means going beyond surface-level “cultural competence” and developing cultural intelligence — the ability to read the room, question your assumptions and adapt with humility.
Newer research and frameworks also help guide this shift:
- Erin Meyer’s “Culture Map” continues to be a helpful tool, but she also stresses individual variation within cultural categories.
- The CQ (Cultural Intelligence) framework by Livermore & Ang offers a developmental model that prioritizes curiosity, self-awareness, and behavioral flexibility.
- Harvard Business School’s recent studies on global psychological safety show that employees are more likely to contribute ideas when they feel understood as individuals, not just as members of a demographic group.
Building More Nuanced Cultural Awareness
So what can organizations do to move beyond cultural shorthand?
- Stop relying on country checklists. They’re tempting but often reinforce stereotypes.
- Create space for personal stories. Culture is lived and listening reveals more than any training manual.
- Support intersectionality. A one-size-fits-all diversity approach is insufficient. See your people in 3D.
- Train for adaptability, not just awareness. Teach teams how to navigate uncertainty, not memorize do’s and don’ts.
Final Thought
The truth is, no one wants to be defined by a stereotype — even a “positive” one. Leaders and colleagues have a responsibility to look beyond the country code and into the person in front of them. Global collaboration isn’t about mastering every culture — it’s about staying curious, asking better questions, and meeting people where they are.
Sources & Further Reading:
Kirkman, B. L., Taras, V., & Steel, P. (2016). The Biggest Culture Gaps Are Within Countries, Not Between Them. Harvard Business Review.
Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business.
Livermore, D. (2015). Leading with Cultural Intelligence.
Gelfand, M. (2019). Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire the World.
Photo: Getty Images