Understanding cross-cultural differences shouldn’t be that difficult. After all, haven’t most global CEOs been there, done that? But the devil is in the details, as Mansour Javidan, Ph.D., Dean of Research and Garvin Distinguished Professor at Thunderbird School of Global Management, explains to Ernst & Young’s Billie Williamson, Americas Inclusiveness Officer. “If you’re a U.S. executive working in Russia or China, for example, you must think about what kind of leadership style you should use and how you must adjust your behavior,” Javidan said. He said some leadership attributes are universally desirable and others are universally undesirable, regardless of the country. But many other attributes are culturally specific. “For example, being cunning and self-protective is viewed negatively in the U.S. and Germany,” Javidan said. “But it seen as positive and effective in parts of the Middle East and some other countries.” Read the full question-and-answer session on the Ernst & Young site.