Transnational Leadership Development: Preparing the Next Generation for the Borderless Business World

American Management Association

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“I”-centric (individualistic) “We”-centric (collectivist)

Open your arms to change, but don’t let go of your values.

—DALAI LAMA

• “I” or “We”

• Achievement and harmony

• The challenge of recognition

CONTRASTING CULTURES:

“I-CENTRIC AND WE-CENTRIC”

The paradox of focus introduces transnational leaders to the con-

trasts that exist between those raised in cultures that focus primarily

on the needs and interests of the individual—I-centric cultures—and

those raised in cultures that place primary emphasis on the collec-

tive needs of the group (family, work team, organization, society, etc.)

—we-centric cultures.

In strong “I-centric” cultures there is minimal group connection

and little sharing of responsibility beyond the family and perhaps a

very few close friends.

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Individual focus predominates—my needs,

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3

PARADOX OF FOCUS:

“I”-CENTRIC AND

“WE”-CENTRIC

my expectations, my job, my schedule—and people value indepen-

dence in thought and action, recognition, and reward. In these cul-

tures individuals believe in their own sense of agency and self-

determination to make things happen and get results. To be suc-

cessful in an “I-centric” culture speaking up for yourself is necessary

and expected.

Alternatively, in “we-centric” cultures the focus is on group soli-

darity and responsibility for the well being of each other. People sub-

ordinate their personal needs and perspectives to the requirements

of the group, valuing belonging to the social network above the

need for self-expression. In we-centric cultures the emphasis is on

maintaining harmony and showing loyalty; in return for adhering

to group expectations individuals receive the security of group

membership.

If you were born and raised in the United States, Canada, En-

gland, Switzerland, Northern Europe, Germany, or Australia you

have been raised within cultural ideologies that foster an “I-centric”

view and experience of the world. As a member of an “I-centric”

culture you have been raised to be an individual contributor; it is

likely that you experience achievement as personal and as a measure

of your individual value. Driven to attain personal rather than group

goals people in individualistic cultures ensure that their voice is

heard, make their points directly, and stipulate what is necessary to

ensure success. It is not that people in these cultures don’t support

group success; it is just that reward structures since birth are tar-

geted to individual performance. Meritocracy is the expressed

norm, ensuring that everyone has the opportunity to be recognized

for what they do rather than for who they are or who they know.

While team success is valued, the primary focus, at work or in

sports, is on the performance of individuals, and rewards and recog-

nition target the individual contributor.

Conversely, for people reared in China, Egypt, Bahrain, India,

Japan, Korea, the ASEAN countries (Thailand, Laos, Cambodia,

Viet Nam, Myanmar, the Philippines, Malaysia, Indonesia, and

Brunei), Mexico, Central and South American countries, as well as

the majority of African countries the focus and emphasis are on be-

longing to the group. In we-centric cultures value is placed on the

48 Transnational Leadership Development

American Management Association

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appearance of going-along and the importance of getting-along. To

maintain harmony and avoid open conflict communication is indi-

rect and deference is given to those in authority and those with sen-

iority. Group consensus is the preferred style for decisions, and in-

dividuals readily put aside personal views to align with the group’s

direction.

In group-based cultures success and failure are collective events

under the direction of the senior member of the group. Individual

performance is valued for ensuing the group’s success and overt per-

sonal recognition. Public recognition and reward are usually offered

to the group in its entirety; recognizing team success is done collec-

tively with group dinners serving the purpose of reinforcing the

family structure.

Building awareness of the paradox of focus is important to the

transnational leader. Whether the focus is on “I” or “we,” by ap-

propriately selecting the individual or collective approach of either

the surrounding culture or a specific member of the team, the leader

will be better able to frame desired outcomes, seek involvement, in-

fluence others, and recognize and reward achievement.

GLOBAL PERFORMANCE

MANAGEMENT SCENARIO

The paradox of focus has significant implications for working with

those from other cultures and doing business transnationally. Con-

sider Patricia and Rosnah’s effort to gain buy-in and commitment as

they work together to bolster the performance management pro-

gram of an American multinational organization with a significant

and growing presence in the ASEAN region.

3 • Paradox of Focus 49

American Management Association

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Interaction between Patricia and Rosnah

Patricia was the New York-based Project Manager charged with creating a

global performance management system for a Fortune 100, American, multi-

national corporation. The organization was interested in being able to assess