Leadership, as I’ve learnt, is not an inherent trait in everyone. The complexity deepens when one’s leadership style is influenced by cultural norms, values and principles, as is the case for me — in East Asian traditions.
Steeped in Confucianism, East Asian culture often (though not always) advocates for a hierarchy-oriented leadership, characterised by a higher power distance. In a corporate setting, this often translates to a strong respect for authority and deference to leaders. Consequently, individuals are less likely to challenge those above them — a practice that is prevalent in Western workplaces.
This realisation struck me when I relocated from Singapore, my home, to Australia for my first job in a Western market.
Some of the earliest feedback I received at work was how I needed to ‘appear like a leader’. At the time I was told I needed to speak up and communicate more, and to be visible. Other times, I was told I lacked assertiveness. While I understood the feedback was to help me grow, I struggled for a long time to bridge that disconnect between the expectations and my natural inclinations. Why did these behaviours seem to come naturally to others but not me?
I now work in London but reflect on these instances often, recognising how they have shaped the way I approach being a leader through the years. These feedback may appear ordinary, but carry deeper significance within the context of cultural differences.
Extensive research has delved into the experiences of Asian leaders navigating Western corporate workplaces, for better or worse. A study from the MIT Sloan School of Management highlighted how East Asian managers are hitting a career “bamboo ceiling” trying to understand ambiguous requirements of Western companies. Other times, executives have felt their workplace identity was a double-edged sword—serving as a DE&I asset and a potential obstacle to professional growth.
While the study focused on East Asians, this is a common reality for many of our BME leaders navigating workplace cultures outside their home markets. So how can we change this?
Now, I’m not here to say one leadership culture is superior to another, nor am I saying all leaders from one culture share identical behaviours and thoughts. There are distinct features between leadership styles across cultures and I believe it’s possible for them to converge, paving the way for a well-rounded one independent of cultural boundaries.
What’s also clear to me is that the focus should always be on appreciating diverse perspectives, without trying to neutralise anyone’s identities or to force them into a mold — nothing good ever comes out of doing that anyway. When we actively recognise that people are not one-dimensional, and that our differences bring something valuable to the leadership table, perhaps then we’ll finally have more room for colours at the top.
While I may not have all the answers today, I’ll continue to draw from my experiences working in multicultural markets to intentionally shape the way I lead. It’ll remain a work in progress for a long time while I’m at it though.
Connect with Priscillia Chun on LinkedIn and X/Twitter.
Priscillia was awarded a place on The Xec. Leadership Scheme for UK-based Black, Asian, Mixed Race, and Ethnic Minority PR and comms pros. She is part of the class of 2024. During her time on The Xec. she is being mentored by Valerio Rosetti.
