The passage from Barry Posner’s paper that reads, “Deference to higher authority, risk-taking, celebration, and the like in one cultural context are likely to vary in another cultural setting” refers to how subordinates and colleagues are handled and how these cultural norms relate to the worldwide response to the 2008 financial crisis. Different nations responded to the crisis in different ways according to their cultural norms and beliefs, which had an impact on both the leadership style and the general results for their populations and economies.

The Borrie and Bigart (2021) article’s focus on adaptive management inside the Visitor Use Management Framework is an intriguing feature. Decision-making may be flexible using this technique, adapting quickly to shifts in visitor behavior and surrounding circumstances. Managers may better combine conservation efforts with recreational usage by monitoring and revising tactics on a regular basis. This helps to ensure that protected places remain robust to challenges from both the natural world and human activity.

Posner’s quotation highlights how different leadership styles work in different cultural contexts. While the leadership in Iceland encouraged a more regional recovery and held executives accountable, the leadership in the United States concentrated on stabilizing the financial markets. The celebration of success and recovery took on a distinct form as well; although stock market gains signaled the U.S. recovery, Iceland’s more modest and people-centered recovery was hailed as a victory of communal resilience. This incident serves as an example of how cultural context profoundly influences leadership and decision-making, as Posner explains, and how various strategies can produce different results in times of crisis.

Posner, B. Z. (2015). It’s how leaders behave that matters, not where they are from. The Journal of Leadership and Organizational Studies, 22(3), 285-292.