ABSTRACT
In this chapter, the authors discuss how the LEAD strategies and behaviours might be implemented differently to accommodate for national culture by drawing on the work of Hofstede, and later ideas from Jason Edwards. Leaders in today’s modern workplaces must often manage diverse groups, both in terms of skillsets and abilities, as well as national culture. It is helpful to think about national culture like a bubble surrounding an individual. However, there are a few dimensions of national culture that have special significance for safety and the LEAD model. These dimensions mean that the effectiveness of the LEAD model may differ depending on national culture, provided no changes or adaptations are made to how the practices are demonstrated. The national culture dimensions described by the GLOBE project that are most relevant to LEAD include: uncertainty avoidance, power distance, collectivism, and future orientation.
