Adopt the management practices of whichever country they are working in.

Develop one leadership style that works consistently across cultural environments.

Focus on individual personality rather than broader cultural tendencies.

Consider their position relative to others and modify their behaviour accordingly.

Consensus is more important than hierarchy when explaining workplace behaviour.

National cultures generally become less hierarchical as organisations internationalise.

Different cultural dimensions should be considered separately rather than assumed to correspond.

Cultural differences become less significant when employees work internationally.

One employee criticises directly while another chooses more tactful language.

One manager consults employees while another makes decisions independently.

One team develops personal relationships before discussing business.

One team follows a fixed project plan while another adjusts it when circumstances change.

Managers generally encourage confrontation to reach decisions more quickly.

Direct disagreement does not necessarily threaten a professional relationship.

Employees are expected to challenge decisions made by senior managers.

Personal relationships are considered less important than professional results.

One develops mainly through professional interaction and the other through personal relationships.

One depends mainly on authority and the other on professional expertise.

One develops through individual achievement and the other through collective decisions.

One requires frequent disagreement whereas the other depends on avoiding conflict.