Teamwork Tuesdays: Geert Hofstede — Cultural Dimensions Theory

Geert Hofstede was a Dutch social psychologist best known for his work on cultural differences and how national culture shapes behavior at work and in organizations.

Born in  1928 in the Netherlands, Hofstede was an engineer by training who later became a management researcher and was famous for creating the Cultural Dimensions Theory.

Geert Hofstede taught us that culture isn’t just traditions or language — it’s the invisible rules people learn about authority, teamwork, risk, and success. He called culture the “software of the mind” — deeply learned patterns that shape how people behave, lead, follow, and make decisions.

Hofstede once said: “Culture is the collective programming of the mind that distinguishes the members of one group or category of people from another.” He understood culture drives a lot of what we do — how we are motivated, how we act, how we respond to leadership and adversity.

His theory has helped leaders avoid assuming everyone is motivated the same way and explains why feedback, authority, and teamwork land differently across different cultures.

Hofstede’s main cultural dimensions

1. Power Distance – How comfortable people are with unequal power and hierarchy

2. Individualism vs. Collectivism – “Me” vs. “We” orientation

3. Masculinity vs. Femininity – Competition & achievement vs. care & quality of life

4. Uncertainty Avoidance – Comfort with ambiguity and risk

5. Long-Term vs. Short-Term Orientation – Future focus vs. tradition and immediate results

6. Indulgence vs. Restraint – Enjoyment and freedom vs. control and norms

Hofstede found that teams differ in predictable ways:

• Some expect clear hierarchy, others expect shared leadership

• Some value individual recognition, others value team success

• Some want structure and certainty, others thrive in flexibility

• Some focus on long-term growth, others on immediate results

None of these are right or wrong—but misalignment creates frustration.

When there is misalignment, great leaders don’t ask, “Why won’t they change?” Instead, they ask, “What cultural lens are they using — and how do I meet them there?”