Building Cross-Cultural Consensus: Educational Leadership Challenges in a German Sustainability-Focused Institution

Authors

DOI:

https://doi.org/10.57255/jemast.v5i1.1743

Keywords:

Cross-cultural consensus, Educational leadership, Intercultural communication, Multicultural teams, Strategic decision-making

Abstract

While existing cross-cultural management literature is well-established in corporate settings, a research gap remains regarding how senior leaders in international educational organizations navigate strategic consensus-building, and whether standard national-culture frameworks adequately explain these dynamics. Addressing this gap, this qualitative, single-case exploratory study investigates the challenges senior leaders face in building cross-cultural consensus at a sustainability-focused unit of an internationally accredited business school in Germany. Using purposive sampling, semi-structured interviews were conducted with three senior leaders from Germany, Colombia, and Croatia. The interview transcripts were analyzed thematically. Seven interrelated themes emerged: cultural diversity as a strategic asset versus a source requiring individual adjustment; the salience of individual over national-cultural differences; tension between hierarchical control and horizontal aspiration in priority-setting; persistent but manageable language barriers; uneven representation in senior decision-making; resistance to change addressed through incremental dialogue; and trust-building through informal relationship development. A recurring cross-cutting finding was that, within this case, participants perceived individual and organizational factors as more salient than national-cultural differences in shaping strategic consensus-building. This study contributes to cross-cultural educational leadership research by providing empirical evidence that qualifies the explanatory sufficiency of national-culture frameworks when applied to individual senior-leader behavior, while also offering actionable strategies for leading diverse academic teams.

References

References

Adler, N. J., & Gundersen, A. (2008). International dimensions of organizational behavior (5th ed.). Thomson/South-Western.

Ahsan, M. J. (2023). The role of emotional intelligence in effective corporate social responsibility leadership. International Journal of Organizational Analysis, 31(8), 75–91. https://doi.org/10.1108/IJOA-02-2023-3615

Allen, R. E. S., & Wiles, J. L. (2016). A rose by any other name: Participants choosing research pseudonyms. Qualitative Research in Psychology, 13(2), 149–165. https://doi.org/10.1080/14780887.2015.1133746

Almashhadani, M., & Almashhadani, H. A. (2023). English translations in project management: Enhancing cross-cultural communication and project success. International Journal of Business and Management Invention, 12(6), 291–297. https://doi.org/10.35629/8028-1206291297

Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293–315. https://doi.org/10.1177/014920639902500303

Bartlett, C. A., & Ghoshal, S. (2000). Going global: Lessons from late movers. Harvard Business Review, 78(2), 132–142.

Bhowmik, M., Chen, Y., Kennedy, K. J., & Gube, J. (2026). Higher education leadership for equity, diversity and inclusion: A systematic review of literature from 2000 to 2024. Educational Management Administration & Leadership. Advance online publication. https://doi.org/10.1177/17411432261432494

Bourgeois, N., Ledger, S., & Harris, J. (2025). Leadership in international schools: A scoping review. Educational Management Administration & Leadership. Advance online publication. https://doi.org/10.1177/17411432251330773

Brandt, T., Wanasika, I., & Laiho, M. (2022). Cultural differences in communication and leadership—A comparison of Finland, Indonesia and USA. European Conference on Management Leadership and Governance, 18(1), 71–79. https://doi.org/10.34190/ecmlg.18.1.888

Brett, J., Behfar, K., & Kern, M. C. (2006, November). Managing multicultural teams. Harvard Business Review, 84(11), 84–91.

Cassell, C., & Symon, G. (Eds.). (2004). Essential guide to qualitative methods in organizational research. SAGE Publications. https://doi.org/10.4135/9781446280119

Chun, D., & Shaw, D. S. (2025). Lessening the negative effect of two cultural values on the performance of global virtual teams. International Journal of Cross Cultural Management, 25(3), 747–770. https://doi.org/10.1177/14705958251387958

Cox, T. H., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(3), 45–56.

Creswell, J. W., & Poth, C. N. (2018). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). SAGE Publications.

Dunn, S., & Craig, S. (2023). Social equity and intercultural communication in the workplace. Prompt: A Journal of Academic Writing Assignments, 7(1). https://doi.org/10.31719/pjaw.v7i1.100

Earley, P. C., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26–49. https://doi.org/10.2307/1556384

Earley, P. C., & Mosakowski, E. (2004). Cultural intelligence. Harvard Business Review, 82(10), 139–146.

Gannon, M. J. (2004). Understanding global cultures: Metaphorical journeys through 28 nations, clusters of nations, and continents (3rd ed.). SAGE Publications.

Gelfand, M. J., Lim, B. C., & Raver, J. L. (2004). Culture and accountability in organizations: Variations in forms of social control across cultures. Human Resource Management Review, 14(1), 135–160. https://doi.org/10.1016/j.hrmr.2004.02.007

Ghoshal, S., & Westney, D. E. (Eds.). (1993). Organization theory and the multinational corporation. Macmillan.

Gibson, C. B., & Zellmer-Bruhn, M. E. (2001). Metaphors and meaning: An intercultural analysis of the concept of teamwork. Administrative Science Quarterly, 46(2), 274–303. https://doi.org/10.2307/2667088

Gudykunst, W. B., & Ting-Toomey, S. (1988). Culture and affective communication. American Behavioral Scientist, 31(3), 384–400. https://doi.org/10.1177/000276488031003009

Hall, E. T. (1976). Beyond culture. Anchor Press/Doubleday.

Harzing, A.-W., & Pudelko, M. (2013). Language competencies, policies and practices in multinational corporations: A comprehensive review and comparison of Anglophone, Asian, Continental European and Nordic MNCs. Journal of World Business, 48(1), 87–97. https://doi.org/10.1016/j.jwb.2012.06.011

Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). SAGE Publications.

Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014

Hofstede, G., & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 5–21. https://doi.org/10.1016/0090-2616(88)90009-5

Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind: Intercultural cooperation and its importance for survival (3rd ed.). McGraw-Hill.

Homan, A. C., van Knippenberg, D., Van Kleef, G. A., & De Dreu, C. K. W. (2007). Bridging faultlines by valuing diversity: Diversity beliefs, information elaboration, and performance in diverse work groups. Journal of Applied Psychology, 92(5), 1189–1199. https://doi.org/10.1037/0021-9010.92.5.1189

Houdek, P. (2023). The deep roots of cross-cultural differences in organizational behavior: Does human resource management education have to respect them? The International Journal of Management Education, 21(3), 100876.

Khan, I., & Usman, M. (2025). Unleashing innovative work behavior in the workplace through leader's cultural intelligence: Mediating role of psychological safety. International Journal of Cross Cultural Management, 25(3), 703–721. https://doi.org/10.1177/14705958251377283

Kun, A., Goh, Y. W., Fein, E. C., Balogh, B., Wang, R., Jiang, J., Watanabe, Y., Noro, I., & Jeevanandam, L. (2025). Workplace well-being, happiness and their relationship with psychological capital: A comparative study of five nations. International Journal of Cross Cultural Management, 25(3). https://doi.org/10.1177/14705958251358633

Madera, J. M. (2013). Best practices in diversity management in customer service organizations: An investigation of top companies cited by Diversity Inc. Cornell Hospitality Quarterly, 54(2), 124–135. https://doi.org/10.1177/1938965513475526

Marshall, C., & Rossman, G. B. (2016). Designing qualitative research (6th ed.). SAGE Publications.

McWilliams, R. A., & Gao, G. Y. (2025). Cultural microaggression in multinational enterprises: Impact of organizational inclusivity and employee coping strategies. International Journal of Cross Cultural Management, 25(3), 723–746. https://doi.org/10.1177/14705958251386971

Nasr, D. (2026). Cross-cultural management as an organizational performance enabler: Managing sociocultural tensions through multilevel leadership strategies. Thunderbird International Business Review. Advance online publication. https://doi.org/10.1002/tie.70139

Parker, B., & McEvoy, G. M. (1993). Initial examination of a model of intercultural adjustment. International Journal of Intercultural Relations, 17(3), 355–379. https://doi.org/10.1016/0147-1767(93)90039-B

Phillips, K. W., Northcraft, G. B., & Neale, M. A. (2006). Surface-level diversity and decision-making in groups: When does deep-level similarity help? Group Processes & Intergroup Relations, 9(4), 467–482. https://doi.org/10.1177/1368430206067557

Pisani, N., Kourula, A., Kolk, A., & Meijer, R. (2017). How global is international CSR research? Insights and recommendations from a systematic review. Journal of World Business, 52(5), 591–614. https://doi.org/10.1016/j.jwb.2017.05.003

Rock, D., & Grant, H. (2016, November 4). Why diverse teams are smarter. Harvard Business Review.

Sharfman, M. P., & Dean, J. W., Jr. (1991). Conceptualizing and measuring the organizational environment: A multidimensional approach. Journal of Management, 17(4), 681–700. https://doi.org/10.1177/014920639101700403

Shockley-Zalabak, P. S. (2002). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (5th ed.). Allyn & Bacon.

Stahl, G. K., Maznevski, M. L., Voigt, A., & Jonsen, K. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41(4), 690–709. https://doi.org/10.1057/jibs.2009.85

Ting-Toomey, S., & Chung, L. C. (2012). Understanding intercultural communication (2nd ed.). Oxford University Press.

Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture: Understanding diversity in global business (3rd ed.). Nicholas Brealey Publishing.

Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE Publications.

Published

2026-09-09

How to Cite

Samet, A. (2026). Building Cross-Cultural Consensus: Educational Leadership Challenges in a German Sustainability-Focused Institution. Journal of Educational Management and Strategy, 5(1), 51–66. https://doi.org/10.57255/jemast.v5i1.1743

Citation Check

Similar Articles

1 2 3 > >> 

You may also start an advanced similarity search for this article.