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Teamwork skills: The influence of cross-cultural issues on team behaviour

Roy Edwards
Apr 19, 20243 min read

Introvert vs. Extrovert


In the blog last week, we reviewed the extent to which high performance teams depend on the identification of a balance between contrasting yet complementary roles of team members. This week we will explore the impact of cultural factors on team development. While there are several issues that can influence cross-cultural team interaction such as direct vs. indirect communication styles and monochronic vs. polychronic time orientation, today we shall focus on the challenges arising from the contrast between extrovert and introvert behaviour.



The basic contrast between extrovert and introvert behaviour


Our initial step today is to clarify the general behavioural factors that differentiate extroverts from introverts as shown below.


Extroverts

Introverts

Recharge by socialising

Recharge by spending time alone

Make decisions quickly

Reflect before making decisions

Speak more

Listen more

Outgoing

Enjoy one on one conversations

Easily distracted

introspective

Action oriented

Self-aware

Gregarious and expressive

Think before acting

Excellent communicators

Learn through observation

Enjoys being the centre of attention

More sociable with people they know

Note. Houston (2019)



The impact of extroverted or introverted orientation on team role performance


Some team roles clearly display distinctly extroverted behaviour, like the shaper, while others are more obviously introverted, such as the monitor evaluator. This is further complicated by the addition of the dimensions of stability or anxiety as illustrated in the image below.


Team role characteristics and opposing roles
Note. Adapted from Condamine (2019)

Put simply, teams that are primarily composed of stable extroverts typically work more efficiently together, generally enjoy the experience, develop creative approaches to problem solving, and use resources effectively (Moga, 2017).


Next, anxious extroverted teams can be dynamic, entrepreneurial, and imaginative when developing new opportunities and resolving disagreements. On the other hand, members can become easily distracted and wander off-topic making performance occasionally erratic.


Then, stable introverted teams can excel at initial project planning and focused supportive cooperation. However, they tend to be rather slow at decision-making, and then can become confused when new challenging situations suddenly arise. In addition, individual members can be rather indifferent to their own performance in relation to team goals for which they tend to feel limited personal responsibility.


Finally, in anxious introverted teams, while members can generate interesting new ideas, individuals are inclined to become preoccupied with their own challenges resulting in a lack of team cohesion. Consequently, they are the least effective of all the teams in every measurable criterion of performance.



The influence of cultural dimensions on extroverted or introverted behaviour


One model illustrating the contrast between the inclination toward either extroversion or introversion in a national context was developed by Hofstede in his cultural dimension of individualism vs. collectivism. Here it is important to note that this dimensional contrast represents the general inclination of cultural values within a national context, not the position of all individual members.


According to Triandis (1995), from the individualistic perspective, members primarily perceive themselves as autonomous social actors with natural rights and freedoms. In contrast, collectivist societies emphasise the importance of the community while prioritising group goals and responsibilities. This contrast is shown in the chart below. Also, reference back to the previous post.


Individualistic societies

Collectivist societies

The emphasis on autonomy

Priorities:

  • Valuing personal freedom

  • Prioritising positive life experiences

  • Pursuing excitement

  • Following a personal path

  • Experiencing variety in life

  • Engaging in self-indulgence

The emphasis on group cohesion

Priorities:

  • Prioritising collective responsibilities

  • Respecting shared norms

  • Fulfilling obligations to others

  • Maintaining harmony

  • Avoiding loss of face

The emphasis on creativity

Priorities:

  • Applying critical thinking

  • Valuing curiosity

  • Being broadminded

  • Demonstrating assertiveness

  • Maintaining intellectual independence

The emphasis on group goals

Priorities:

  • Demonstrating mutual support

  • Accepting role limitations

  • Pursuing the group agenda

  • Being sensitive to feelings

  • Maintaining common purpose

The emphasis on personal growth

Priorities:

  • Developing self-reliance

  • Valuing personal achievements

  • Engaging in Independent development

  • Being ambitious

  • Displaying competence

The emphasis on conflict avoidance

Priorities:

  • Respecting authority

  • Listening to others

  • Showing respect to seniors

  • Following the rules

  • Conforming to traditions


Some examples of nations displaying an orientation towards either individualism or collectivism is illustrated in the chart below.



Collectivist vs Individualist by nations
Note. Hofstede Insights (2023)


Consequently, cultural factors add multiple additional challenges to the achievement of effective team performance that always require careful critical consideration, both in the domestic and cross-cultural contexts.



 

Question 1

How might the tendency towards more introverted behaviour in some cultures limit possible team performance?


Question 2

Which essential team roles might be difficult to identify in cultures inclined towards individualism?


Question 3

What might explain the importance placed on developing team skills at Anglo centres of learning?


 


In the blog next week, we will explore Question 3 focusing on the acquisition of key soft skills.



References


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