Many leaders are promoted for technical excellence, then suddenly find themselves responsible for people and decisions – without a manual. This is ‘unexpected leadership’: learning the skills of leading on the job.
What is often overlooked is how deeply culture shapes leadership. What makes a leader effective in one context may undermine them in another. With a German-Egyptian-British background and more than three decades of international experience, I’ve seen how cultural expectations redefine leadership.
When I first moved from Germany to the UK, I quickly realised that what was valued as strong, competent leadership in one culture could be seen as blunt, abrasive or even arrogant in another. That realisation was my first lesson in learning leadership through the lens of culture. Through such experiences, I’ve learned that leaders not only need competence, but also cultural agility: the ability to flex, adapt and align with diverse teams.
The nature of unexpected leadership
Unexpected leadership is a steep learning curve. Leaders must quickly learn to:
- Inspire others without formal authority
- Navigate unfamiliar expectations
- Balance delivering results with building trust.
Add culture into the mix and the challenge deepens. In today’s global economy, leaders rarely work in monocultural teams. What is ‘good leadership’ in one culture may be ineffective – even offensive – in another.
This is why cultural intelligence (CQ) matters. Deloitte’s research on the Six Signature Traits of Inclusive Leadership* highlights CQ as a core leadership skill. It enables leaders to recognise different cultural codes and respond inclusively. Without it, even the most talented leader risks missteps.
Cultural dimensions and leadership expectations
Take two contrasting contexts:
Germany – competency-based leadership:
- Authority is rooted in qualifications and expertise
- Leaders earn trust through process, precision and planning
- Charisma without evidence can be viewed with suspicion.
Egypt – status-based leadership:
- Authority is anchored in status-based hierarchy and relationships
- Leaders are expected to protect the group and embody wisdom
- Over-reliance on rules may appear cold and disconnected.
These contrasts reflect wider cultural dimensions:
- Individualist cultures (for example, UK, Germany, US) reward autonomy and accountability. Leaders succeed by enabling independence and encouraging initiative
- Collectivist cultures (for example, Egypt, Middle East, Asia) emphasise loyalty and harmony. Leaders succeed by fostering belonging and safeguarding the group.
A leader promoted ‘unexpectedly’ into a global role must quickly grasp these differences. Without awareness, behaviours can be misread: feedback seen as offensive, delegation as neglect, consensus as weakness.
The leadership learning curve in practice
In coaching a German leader relocating to the Middle East, I saw how a structured, process-driven style initially created distance. Accustomed to flat hierarchies, they encouraged open debate. Instead, the team fell silent, interpreting this as abdication of responsibility. By acknowledging hierarchy and relationships, the leader was able to build trust and cohesion.
Or take a British leader managing a multinational project. Their informal style built rapport with UK colleagues, but unsettled German counterparts, who preferred clear processes, and Egyptian colleagues, who expected formal authority.
Such frictions are not failures; they are lessons – the crucible in which leadership is forged, if leaders are willing to flex and reframe.
Cultural agility
Unexpected leadership is both a challenge and a gift. It shows that leadership is not about titles or handbooks, but about adaptability, empathy and courage to learn on the job.
Some of the most powerful leadership lessons are not taught in classrooms, but are discovered in moments of cultural misunderstanding, humility and adaptation. Leaders who develop cultural agility – grounded in inclusive leadership traits and authentic values – will not only survive unexpected leadership, but also thrive through it.
The next generation of leaders will be those who merge competence with curiosity, authority with empathy, and individuality with inclusivity. Because, in the end, leadership is always learned – and in today’s world, it is always multicultural.
What leaders can do: building cultural agility
From my work with global leaders, I’ve seen common practices that help them thrive in unexpected contexts.
Observe and listen
Before acting, learn how leadership is understood locally. Ask: “What does a good leader look like here?”
Flex your style
Balance competence-based and status-based expectations. Show expertise, but also respect hierarchies where they matter.
Bridge expectations
Explain your approach while acknowledging those of others: “In my culture, open feedback is normal, but I respect that it may feel different here. Let’s agree how we’ll do it together.”
Anchor in inclusive leadership
Deloitte’s six traits – commitment, courage, cognisance of bias, curiosity, cultural intelligence, and collaboration – provide a practical roadmap. Cultural intelligence, in particular, transforms unexpected moments into growth opportunities.
Live the values of leadership
The IoL defines five values that resonate across cultures:
- Authenticity: be genuine and transparent
- Vision: share a compelling picture of the future
- Achievement: focus on outcomes while respecting diverse paths
- Ownership: take responsibility – especially when misunderstandings occur
- Collaboration: build bridges across perspectives and geographies.
Marina Ibrahim is a multi-award-winning cross-cultural consultant, executive coach and keynote speaker. With more than 25 years of experience, she specialises in cultural agility, inclusive leadership and high-performing international teams. Through her consultancy, Globility Insights, she has supported leaders and organisations across sectors turn culture clash into cultural capital.
* See bit.ly/EW25CF
