Cross‐cultural leadership dynamics in collectivism and high power distance settings

Individualism‐collectivism and power distance are among the dimensions of national culture frequently discussed in the leadership literature and in executive development programmes. Examines cross‐cultural leadership implications of the likely interaction of collectivism and high power distance. Includes a call for more awareness of how collectivism and power distance may together influence workplace behaviour. Suggests that this awareness needs to be incorporated in cross‐cultural leadership training and research agendas.