Page 95 - Harnessing the Strengths

78 ■ Servant-Leadership in the Intercultural Practice

had been proven successful in the United States. However,
Peter foresaw some diffi culties with how the introduction
of an individualized bonus system would clash with the
EMEA culture, where team orientation is more dominant.
Moreover, he had just spent a lot of time and effort adjust-
ing the HR system to recognize this difference. He would
need to make a decision soon, but what would be the wise
thing to do?

The Dilemma

Margaret Mead, a famous anthropologist, once said, “A
small group of thoughtful people can change the world.
Indeed, it’s the only thing that ever has.” The quality of a
leader, of a team, and of the interaction between both is the
most important indicator of success for an organization. It
is about connecting the diverse parts with the whole. Here,
the servant-leader plays an important part. In individualis-
tic cultures, it is best for the servant-leader to take as a start-
ing point the importance of individual independence and
creativity, and then use these for the benefit of the group. In

a more communitarian culture, a servant-leader will have
a different point of departure. Here, he or she will look at
the dilemma from the perspective of the larger group and
subsequently ask, “How can the group’s interests stimulate
individual freedom and innovation?”
In predominantly individualistic cultures, the indi-
vidual is positioned against the collective. The individual
determines the norm. His or her well-being, happiness,
and sense of satisfaction are of the utmost importance. It is
expected that the individual will act primarily in his or her
own interest. People’s fi rst responsibility is to themselves