In the United States or a country with low uncertainty aversion and more confident employees, managers may take a more delegating or participatory role, encouraging employees to lead themselves (Daft, 2008). For example, a cultural tradition of Walmart is the daily opening cheer, but once brought to Germany the German staff hid in the bathrooms to avoid the cheer (Economist, 2001). In contrast, a country like China would require more direction, with a sell-or-tell leadership style (Daft, 2008). An example of this would be a Chinese employee's resistance to sharing their opinion in an effort to "save face" and avoid the shame of being wrong (John Eves, Associate Vice President - Walmart China Asset Protection, personal communication, March 5, 2014) . While most lower-level employees at Walmart have the same or similar education and experience, individuals may vary in their availability or ease with the task. Higher-level collaborators are those where leadership styles vary the most based on culture. The English are individualistic and would prefer a delegating or participatory leadership style, while the Japanese and Chinese are collectivist and would likely require a selling or communication style (Hofstede, 2010; Daft, 2008). Assertiveness, hesitation, and shyness can have various effects or interpretations based on cultural norms. Leading an international team while remaining true to the organization's values ​​presents a challenge as Walmart's executive teams must be able to read the culture to understand whether employees need management or coaching and whether they need more motivation or