298

Gender and cultural differences within a team can make it challenging to work as a cohesive unit. Ignoring these differences—or worse, allowing stereotypes to guide your perception—will lead to poor communication, uneasiness, and a general lack of trust within a group (Phillips, 2014). For example, assumptions about appropriate gender behaviors can negatively affect perceptions of women in designated leader positions. The strongest leaders are assertive and competitive, yet if women leaders exhibit these qualities, they risk being disliked. On the other hand, if they exhibit kindness and compassion, they risk being perceived as weak leaders (Koenig, Mitchell, Eagly, & Ristikari, 2011). But as the traits view discussed earlier illustrates, there is no single set of characteristics that describes a competent leader. Qualities that are stereotypically labeled as “feminine”—like empathy, consideration, and flexibility—can be just as important in providing competent leadership in a group and can be exhibited by any leader, regardless of gender.

Additional challenges surface when team members have cultural differences. Chapter 11 emphasizes how self-awareness can help you adapt your communication to differences related to individualistic and collectivistic cultures, power distance, and uncertainty avoidance in small groups. For example, you might be inclined to be dismissive of a team member who asks for structured and highly controlled discussions, but it is possible that this team member may have higher uncertainty avoidance than you or other team members. Awareness of such differences can prevent you from expressing irritation and adapt as needed. In a study of work teams in 80 countries, one thing was clear about leadership and culture: leaders who are friendly, attentive, and adapt to the needs of others promote higher team cohesion (Wendt, Euwema, & van Emmerik, 2009).

Finally, supporting these gender and cultural differences is possible in three additional ways. First, simply recognize that a socially diverse team enhances creative and critical thinking about the task (Phillips, 2014). If group members are too similar in their life experiences, they are less likely to be exposed to alternative points of view. Second, express empathy (Chapter 2) to experience issues from another person’s point of view. This skill is especially important the more different or “out there” a group member seems to you. Third, practice world-mindedness (Chapter 4). Accept that others will express beliefs, values, and attitudes that may conflict with your own. Demonstrating respect for gender and cultural differences helps establish a supportive communication climate, which is discussed in detail in the next section.