Stanford's Professor Gelfand on the most underrated leadership skill today

Time of India

08-05-2025

What began as a conversation about her academic journey quickly evolved into a deep and insightful masterclass on culture, leadership, and the invisible forces that shape our societies, organizations, and even our own identities. A renowned cross-cultural psychologist, Michele Gelfand is the John H. Scully Professor of Cross-Cultural Management at Stanford Graduate School of Business and the author of the widely acclaimed book Rule Makers, Rule Breakers.
Her work has taken her across continents and disciplines, from psychology to neuroscience, from anthropology to organizational behavior and is reshaping the way global leaders think about cultural variation and adaptability.
Professor Gelfand's journey into cross-cultural psychology was sparked by serendipity and a growing sense of cultural curiosity during a study abroad program in London. A biology enthusiast who once aspired to become a doctor, she pivoted toward understanding the cultural codes that govern behavior after a transformative trip to Egypt during her undergraduate years.
'I started to realize how profound a force culture was, and how much I had taken it for granted,' she shared. That realization led her to work with Harry Triandis, one of the founding figures of cross-cultural psychology, at the University of Illinois. Since then,
professor Gelfand has spent over three decades studying how cultures vary and why.
She often tells her students the story of two fish swimming in water who are asked by another, 'How's the water today?' only to respond, 'What's water?' 'For us humans,' she says, 'culture is our water. It's omnipresent but invisible.'
Her book Rule Makers, Rule Breakers emerged from a desire to make scientific insights accessible. 'My dad is a civil engineer and one day he said to me, 'I don't understand what you do.' That's when I realized that we need to communicate science in a way that
even the smartest non-specialists can relate to.'
The book introduces readers to the concept of tight and loose cultures. Tight cultures, she explains, have stronger social norms and strict punishments for deviance, think Japan or, yes, India. Loose cultures, like Brazil or the Netherlands, allow for greater behavioral
flexibility. 'All cultures need both tight and loose elements,' she emphasizes. 'But some lean more in one direction because of historical or ecological pressures like threats, invasions, or natural disasters that make strict norms necessary for survival.'
The implications of this framework ripple across multiple levels, from national cultures to households, classrooms, and even individual mindsets. 'We all have tight-loose tendencies. For instance, my husband is a lawyer and very tight. I'm moderately loose. We negotiate these dynamics even in our household. You can take the tight-loose mindset quiz to find out where your general default is.'
One of the most important themes of the conversation was Cultural Intelligence – or CQ, a term still unfamiliar to many, but one professor Gelfand believes will define effective global leadership in the 21st century. 'People know about IQ. Some know about EQ. But
CQ is the new kid on the block—and it's crucial,' she asserts. 'It's not about how smart or emotionally aware you are. It's about how well you understand and navigate cultural differences.'
Cultural Intelligence includes –
Metacognition: Thinking about culture and being mindful of it.
Knowledge: Learning about different values, norms, and behaviors.
Motivation: Being curious and interested in other cultures.
Behavioral Adaptability: Knowing how to adjust your actions in different cultural contexts.
Her research, including a recent study in Harvard Business Review, demonstrates that cultural differences are related to the success of international mergers and acquisitions. 'Even minor cultural mismatches, like a tight company acquiring a loose one, are
significantly related to financial performance over time,' she explains.
At Stanford, Professor Gelfand teaches courses in global leadership and negotiation, where she blends rigorous science with practical tools. 'I want students to leave the classroom seeing the world in a new way,' she says. Exercises in negotiation, cross-cultural team simulations, and self-assessments are part of her practical teaching
style.
Her classes attract a culturally diverse student body, and she is often struck by how even brilliant students have rarely been exposed to the science of culture. 'Once they get it, they can't stop seeing culture everywhere. It changes how they lead, collaborate, and even how they see themselves.'
Leaders today, she believes, need to master what she calls tight–loose ambidexterity – the ability to shift between structure and flexibility depending on the situation. 'In tight industries like manufacturing or aviation, you need rules. But sometimes, those rules can become suffocating. On the flip side, tech or creative spaces can get too loose – chaotic, even. Effective leaders know how to calibrate that balance.'
She teaches this concept through executive education at Stanford and consults with governments and multinationals on applying tight-loose theory to organizational design, behavioral change, and even national policy. Her recent work includes mapping tight–loose patterns in US, Iraq, and soon, India.
For younger audiences navigating their way through uncertainty and career decisions, her advice is clear: be open to serendipity, follow your curiosity, and never underestimate the importance of understanding culture.
'CQ isn't something you're born with. It's a skill you can learn. Start by getting curious. Read, travel, listen, find cultural mentors, and most importantly, try to be empathic and understand why cultural differences have evolved in the first place.'
As someone who has trained her own daughters in negotiation from a young age and believes in the transformative power of education, Professor Gelfand is committed to equipping the next generation of leaders with tools to build more inclusive, adaptive, and culturally intelligent organizations.
Professor Gelfand is working on a new book The Negotiators with Nir Helevy at the Stanford GSB, is doing a large cross-national study on culture and trust, and is exploring tight-loose ambidexterity across different levels of analysis.
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Views expressed above are the author's own.