Introduction

In today’s globalized world, women are increasingly present in leadership roles. But their authority, legitimacy, and leadership styles are perceived and received differently depending on cultural context. Richard D. Lewis, in When Cultures Collide, provides valuable insights into how women navigate the complex landscape of international leadership. He writes:

“Women in business and politics will make a great impact on the evolution of culture in the 21st century. In cultures where their presence is already established, they are now playing an increasingly influential role.”

Richard D. Lewis, When Cultures Collide

This shift is significant, but it is not homogeneous. Female leadership is interpreted through the lens of each society's values, history, and gender norms.

1. Cultural Clusters and Female Authority

Lewis divides cultures into three main types linear-active, multi-active, and reactive and each of these sees female leadership differently.

• Linear-active cultures (e.g. Germany, the US, Scandinavia): These cultures prioritize planning, logic, and structure. Women are often more accepted in leadership positions here, especially in the Nordic countries where gender equality has long been institutionalized. In Scandinavia, for instance, women lead with a style that combines consensus and pragmatism.

• Multi-active cultures (e.g. Italy, Mexico, France): These societies are highly relational, emotional, and value charisma. Women leaders are respected for their interpersonal skills, adaptability, and rhetorical flair. However, in some parts of Southern Europe and Latin America, traditional gender roles still influence perceptions of authority.

• Reactive cultures (e.g. Japan, Korea, China): These cultures emphasize harmony, respect, and indirect communication. Leadership here tends to be more hierarchical and masculine-coded. Women may find themselves limited by subtle cultural barriers, despite holding advanced degrees or senior positions.

2. Leadership Style and Gender Expectations

A woman’s leadership style is often interpreted differently depending on the cultural backdrop:

• A direct, assertive tone, common in American or Dutch corporate culture, might be seen as effective and confident or overly aggressive in Japan or Thailand.

• A collaborative, empathetic approach, while praised in Nordic countries, could be perceived as weak or indecisive in more confrontational environments like the UK or Israel.

Lewis emphasizes that leadership success comes from adapting to the audience, without necessarily sacrificing authenticity.

3. The Role of Symbolism and Representation

In many cultures, the presence of a female leader still carries symbolic weight. Lewis notes that in traditionally male-dominated environments, the very presence of a woman at the top can signal progress or provoke resistance. This symbolic tension can make leadership more complex for women, who must prove both their competence and legitimacy in ways male counterparts may not.

4. Practical Implications for International Teams

Understanding cultural expectations toward female leadership is key in multicultural teams. For instance:

• A French woman leading a team in South Korea may need to balance her usual assertiveness with a more deferential style.

• An American manager may misinterpret silence from male subordinates in Asia as respect, while for a woman, it might reflect deeper cultural discomfort.

Lewis’s framework allows us to see how gender and culture intersect not as obstacles, but as coordinates in a global leadership map.

Conclusion

The rise of women in leadership roles is undeniable, but not uniform. Cultural attitudes towards gender still shape how authority is exercised and perceived. By understanding these variations, and thanks to frameworks like those developed by Richard D. Lewis, organizations can better support diverse leadership models and create more inclusive environments.

As Lewis reminds us, female leaders are not only shaping business, they are also transforming cultures one decision, one boardroom, and one breakthrough at a time.