When Hierarchy Isn’t Enough:
A Leadership Lesson from a Korean Executive in Pakistan
A few years ago, I worked with a young executive from South Korea who arrived in Pakistan to lead a team of more than 100 local employees. It was his first international assignment, and he was the only foreigner on the team.
On paper, this looked like a relatively smooth transition. Both cultures are hierarchical, collectivistic, and highly face-saving. Yet within weeks, he was frustrated because team members were bypassing him and taking concerns directly to his superiors in headquarters. From his perspective, this felt disrespectful and undermining. From theirs, it was something very different.
Same Values, Different Expressions
In Korea, hierarchy often comes with an expectation of loyalty within the chain of command. Concerns are typically managed discreetly and internally, especially when trust has been established.
In Pakistan, hierarchy also matters, but relationships matter first. When trust is still forming, employees may seek protection, validation, or reassurance from senior figures they already know. Going “over the boss’s head” is not necessarily an act of defiance; it can be a safer, face-saving way to avoid direct confrontation with a new leader.
This is where many global leaders get stuck: assuming shared cultural values will automatically translate into shared behaviors.
The Turning Point: Shifting from Authority to Relationship
Through intercultural training and one-to-one coaching, the executive began to see that his challenge wasn’t competence or credibility. It was connection.
Instead of focusing solely on structure, roles, and performance, we worked on relationship-building as a leadership strategy:
- Spending time with the team informally (lunches, short conversations, occasional after-hours gatherings)
- Showing interest in people beyond tasks and titles
- Being visible and approachable in everyday moments, not just formal meetings
These small but intentional actions helped signal something critical: it is safe to talk to me.
Creating Safe Channels for Feedback
We also reframed how feedback and concerns could be shared without risking embarrassment or loss of face:
- Regular one-on-one check-ins instead of public discussions
- Inviting input indirectly (“What challenges do teams usually face here?” rather than “What’s wrong?”)
- Paying attention to non-verbal cues (hesitation, silence, tone, body language)
- Allowing time and space for responses, rather than expecting immediate openness
Over time, employees began coming to him first. Trust replaced avoidance, and communication became clearer without becoming confrontational.
Why Training and Coaching Matter
This case is a powerful reminder that effective global leadership isn’t about memorizing cultural dos and don’ts. It’s about learning how values show up differently across contexts, and how your own default leadership style may land in ways you don’t intend.
Intercultural training provides the lens. Coaching provides the practice. Together, they help leaders move from frustration to insight, and from authority to influence.
For first-time expat leaders especially, that shift can make the difference between merely surviving an international role and truly succeeding in it.