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In today’s multinational world community, effective cross-cultural interactions can proceed through mutual adaptation and understanding of partners’ cultural identities. At the same time, being undervalued, diverging cultural dimensions can result in multiple conflicts and dissensions. Individualistic culture specific to the United Kingdom was one of the main determinants of its Brexit decision. However, the consideration of the UK’s individualism by David Cameron in his leadership strategies could make the Brexit process more successful.
The United Kingdom’s individualistic national identity and cultural specificity are in line with the dimension of individualism developed by Hofstede (1980). The mentality of the British is significantly predetermined by the country’s isolated location and characterized by their national pride, straightforwardness, sovereignty, and confidence in their exceptionality (Parker & Barker, 2016). Their adherence to freedom and independence has been evident since the time when the Magna Charta Libertatum, a legal instrument that did not have analogs in the world at that time, was adopted on the British Isles in 1215. The British assume that an individual is the main element of the societal structure. Individualism, pragmatism, and abilities to modify with simultaneous preservation of national traditions have always been constituents of the cultural identity of Great Britain’s citizens.
The dimension of individualism defined by Hofstede (1980) clarifies factors contributing to the United Kingdom’s orientation towards Brexit. According to Hofstede (1980), citizens’ perceptions of their country as very individualistic lead to confidence in their greatness (p. 150). The United Kingdom has always stood apart in the European arena. Over the centuries, the country’s emphasis on the independence of political thinking and social being has had no equal attitude in Europe. Despite the positive impacts of the UK’s 43-year EU membership on the country’s economic stability, increased rates of international trade, and growing competitiveness, the British perceive every achievement as a manifestation of their exceptionality. Their attitudes towards the withdrawal from the European Union are enhanced by the influx of low-paid workforce from Eastern Europe. Britain’s citizens evaluate immigrants as a threat to their income and employment opportunities. Brexit supporters also stress opportunities to independently conclude trade deals with any country across the globe.
Although David Cameron recognized the potential risks of the UK’s withdrawal from the EU, his party forced him to hold the referendum on the withdrawal from the EU membership (Parker & Barker, 2016). This political step inflicted mortal damage to Cameron’s career as the Prime Minister, resulting in his resignation. Moreover, instead of anticipated socioeconomic benefits, the United Kingdom is facing the depreciation of its national currency, falling prices, and declining earnings. In addition to vague prospects for business and national economy, the British could expect the collapse of the country. The decision of Brexit caused political tension associated with separatist sentiments in Scotland and Northern Ireland.
It is becoming increasingly apparent that Brexit was irrelevantly planned and assessed. National pride and confidence in the greatness exceeded careful judgments and economics-based considerations. Therefore, prior to announcing the referendum, David Cameron had to take into account the cultural peculiarities of the British. Given the fact that he was a designated leader, Cameron had to facilitate the decision-making process by initiating research on Brexit consequences and guiding the public discussion on prospects and risks of the withdrawal from the EU (Lumsden, Lumsden, & Wiethoff, 2010, p. 267).
Summing up, being undervalued, national cultural characteristics related to individualism can entail negative consequences. Leaders should ensure the advantages and benefits of every decision made by their followers. The consideration of peculiar cultural identity is an obligatory component of effective leadership.
References
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: SAGE publications, Inc.
Lumsden, G., Lumsden, D., & Wiethoff, C. (2010). Communicating in groups and teams: Sharing leadership (5th ed.). Boston, MA: Cengage Learning.
Parker, G., & Barker, A. (2016). How Brexit spelled the end to Cameron’s career. Web.
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