Modern female bosses, old power structures - When young women encounter resistance in global teams

The limits of diversity in everyday working life
German companies celebrate diversity - but it shows its limits in the everyday life of international teams. Young women in management positions in particular pay the price when cultural misunderstandings remain unspoken. In Germany, leadership is seen as a partnership and gender is officially irrelevant. In multicultural teams with male and female colleagues, this self-image is often not enough. In some countries, patriarchal structures and clear hierarchies shape the image of authority - with noticeable consequences for female managers.

Misunderstandings and the search for respect
"Many German managers believe that competence is enough to be respected. In hierarchical cultures, however, this is a fallacy, especially for women," says Jessica Wahl, gender coach and expert in intercultural leadership and communication. "Respect has to be built up differently there: through role, demeanor, language and a clear understanding of cultural expectations." In India, for example, leaders are expected to play a paternalistic, authoritarian role. This is difficult to reconcile with a leadership style based on partnership. In Japan, on the other hand, direct, self-confident communication by female superiors tends to be perceived as inappropriate or irritating.

Tolerance is not enough - leadership skills are required
Jessica Wahl emphasizes that tolerance alone is not enough. "Real tolerance means working on yourself. Managers, especially female ones, must learn to read cultural codes, adapt their communication and develop their style flexibly without giving up their own values." International leadership is not an attitude issue, but a competence. If you actively shape leadership in an intercultural context, i.e. with language, demeanor and role clarification, then a manager will be respected. Those who do without it will lose it.

Successful leadership in a globalized world
In order to lead successfully in international teams, managers need to develop their intercultural skills in a targeted manner. They need to adapt their own communication and demeanor to cultural expectations without losing their own values. Companies can support this process through training and mentoring programs for managers and employees in order to promote a respectful and productive working environment. For everyone involved. The ability to master intercultural challenges strengthens team spirit and helps to successfully implement corporate goals globally. Those who develop this competence contribute to an inclusive corporate culture and thus create long-term economic benefits.

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Interview with
Jessica Wahl, Personal Performance Coach on the challenges and opportunities of female leadership in international teams

Question: Many German female managers are recognized professionally, but are not perceived as leaders. Why is that?
Jessica Wahl: In many cultures, leadership is not only defined by competence, but also by role and demeanor. If you are too collegial, too explanatory or too open, you quickly come across as insecure. Particularly in hierarchical cultures such as India or Japan, employees expect clear announcements, strong decision-making and visible authority. The key lies in striking a balance: you should demonstrate competence and at the same time develop a more authoritative demeanor without losing your own authenticity.

Question: What do German managers particularly underestimate when dealing with Indian teams?
Jessica Wahl: In India, leadership is often seen as paternalistic. Employees expect direction and clear guidelines and see themselves more as "people to be led" than as equal partners. Managers who constantly ask for opinions or delegate responsibility quickly lose authority. Women should therefore make decisions confidently, formulate expectations clearly and take responsibility - without justification.

Question: And with Japanese teams?
Jessica Wahl: Young, female managers in particular face challenges, as respect in Japan is strongly influenced by behavior AND age. Even if you are younger than the team, leadership here is more about indirect communication and maintaining relationships. Criticism should be framed carefully, breaks should be allowed and hierarchies should be respected.

Question: Many female managers want to lead "authentically". Does this fit in with adapting to other cultures?
Jessica Wahl: No. Authentic does not mean always acting in the same way, but being effective. Adaptation is not ingratiation, but an extension of one's own management style.

Question: What levers can women use immediately?
Jessica Wahl:

* Choosing language that is clearer and more decision-oriented.
* Use status signals consciously, create structure and an agenda and define clear roles.
* Dose closeness: Trust is not created everywhere through equality, but through reliability and leadership.

Question: What should companies do to better prepare their managers?
Jessica Wahl: Intercultural competence should not remain a soft skill. Coaching, role training and honest feedback are crucial. If you want international teams, you have to learn international leadership. Otherwise diversity will remain lip service.

Question: What is your conclusion for German female managers in global IT teams?
Jessica Wahl: Respect is culturally coded. If you want it, you have to learn to read these codes and use them confidently. Those who develop this sensitivity not only increase their own effectiveness, but also the long-term success of the entire team.

WAHLUNIVERSUM (R)
Taborstr. 17
10997 Berlin
Germany

https://www.jessicawahl.de

030-61283123

Info@WAHLUNIVERSUM.de

For over 20 years, the Institute for Personal Performance Coaching has been helping individuals authentically develop their personality, presence, and impact. Jessica Wahl, Senior Performance and Communication Coach, is one of Germany's most experienced experts in the field. Together with J?rg Tewes, Senior Performance and Communication Coach specializing in body language, speech, and media skills, the institute designs tailored strategies for confident presence, clear communication, and self-assured action--whether in meetings, presentations, on stage, or in front of the camera.
The institute's coaching combines deep professional expertise, personal development, and intercultural sensitivity. Its goal is to empower specialists and executives to showcase their strengths, build trust, and lead international teams effectively. Both coaches work in a practical, holistic, appreciative, and solution-oriented manner, creating sustainable transformation and genuine impact.

This release was published on openPR.