Page 97 - Harnessing the Strengths

80 ■ Servant-Leadership in the Intercultural Practice

to support for the less fortunate and the notion that the stron-
gest shoulders carry the heaviest loads. These cultures are
strong in connecting diverging areas such as business, educa-
tion, fi nance, and politics in a sensible way. In addition, they
are aware of the fact that they are the caretakers of the earth
for future generations and, therefore, are more frugal with
the earth’s resources. Also they are good at creating an esprit
de corps. Finally, companies in these societies tend to pro-
mote the health and education of their employees, resulting
in a high level of involvement, productivity, and quality.

Double Focus

Though there are demonstrable differences between the two
cultures, this does not mean that people in individualistic
cultures are preoccupied with themselves or that people in
a communitarian society are concerned about everyone but
themselves. In all cultures, people are a part of greater social
networks. They are members of a family, a neighborhood or
town, a football club, or a company. Individualism and com-
munitarianism coexist in all communities; only the predomi-
nance or emphasis differs substantially. No one is completely
free of social pressure, and on the other hand, no one is com-
pletely tied down by social responsibilities. Companies operate
daily between these two tensions. Attention to the individual
and the group is both valuable and necessary. It is thus not a
question of “either-or”; rather, the key question is: Where is
your fi rst priority? Is this with yourself or the group?
An individual needs a community from which to derive
his or her signifi cance, while the community exists solely
through the contributions of a great many people. One is
not better than the other. Both have more positive and less
positive aspects. The point is to fi nd a position in which