Editor’s Note:
This article was contributed by George B. Whitfield III during his time as a Technical Advisor with Executive Orientation Services. While originally written many years ago, many of the cultural observations regarding hierarchy, authority, communication, and workplace relationships in Indonesia remain highly relevant today, particularly in traditional organisations, family-owned companies, government institutions, and more hierarchical corporate environments. Indonesia is an extremely diverse country, and workplace culture can vary significantly depending on region, industry, generation, education level, and international exposure. This article is presented as a cultural insight piece intended to help expatriates better understand some of the underlying values that may influence professional interactions in Indonesia today.
The Indonesian Big Five Part I: Bapakisme
There has been a hunt going on in my sector recently for the Indonesian Big Five. In our case, it has been an attempt to define and exemplify the top five Indonesian core cultural values. A mixed team of foreign and Indonesian cultural experts have put together what they consider to be the big five, though this list is certainly open to debate.
Here is what they came up with:
- loyalty to a hierarchical structure of authority;
- conflict avoidance;
- subjugation to nature;
- face and social shame; and,
- relaxed future time perspective.
Over three articles I will try to present each of these five core values in context. One point to note is that the core cultural values of the Indonesian archipelago are often assumed to be identical with Javanese values. This is not always the case, though these values do tend to dominate because of demographics and historical social influence. Javanese values evolved in an agricultural, highly stratified, feudal society. Values developed in such societies are often designed to protect the status quo and limit individual initiative. They may not always lend themselves easily to attitudes and behaviors commonly associated with modern international business environments.
Today, Indonesia’s business environment is far more diverse than when this article was originally written. Jakarta’s multinational corporations, Indonesian tech startups, younger professionals educated overseas, and internationally exposed executives may operate with flatter communication styles and more collaborative leadership models. However, many expatriates still encounter strong hierarchical patterns in government offices, traditional corporations, regional businesses, manufacturing environments, mining operations, and family-owned companies throughout Indonesia. Understanding these underlying cultural tendencies can still provide valuable insight into workplace dynamics today.
Loyalty to Hierarchical Authority
Looking at the first of these core values, “loyalty to a hierarchical structure of authority” is also called Bapakisme.
At its worst it can be described as blind submission to higher authority combined with a lack of concern about work performance, standards, or initiative. At its best it is a system that encourages harmony, trust, deference, and loyalty while motivating subordinates to work diligently toward the superior’s goals.
I believe that this value has roots in the traditional concept of natural leaders and natural followers, which in the workplace can translate into a belief that authority figures possess superior wisdom, judgment, and insight.
In a society that values loyalty to a hierarchical structure of authority, subordinates may try very hard to keep the boss happy, but may not always fully understand what the boss actually wants. Good ideas are often expected to come from the superior, while failures may be blamed on subordinates. Seniors and superiors are often respected because of their formal positions within a company or society, regardless of their actual competence or technical expertise.
Disrespect toward a superior may sometimes be viewed not merely as inappropriate behavior, but as a violation of the natural social order itself. This can reinforce the perception that the superior should not be openly contradicted or embarrassed in public.
Rarely would a subordinate openly challenge or argue with a superior simply because that person appeared mistaken or overly concerned with status and deference.
The Importance of Harmony and Face
Cultural values such as these are often best understood through examples. The following situations were identified by both Indonesian and foreign managers working in international companies in Indonesia as examples of this value in practice.
If you cause a senior Indonesian manager to lose face, and the next day you are involved in a traffic accident, some Indonesian staff may jokingly or half-seriously connect the two events. The underlying cultural logic is that social harmony was disturbed and consequences followed. Whether literally believed or not, such examples illustrate how deeply respect and hierarchy can be embedded in social thinking.
If the boss mistakenly says that the sky is green during a meeting, everyone may temporarily behave as if the sky is indeed green. Afterwards, information may quietly be passed through an intermediary explaining that the sky is actually blue, allowing the Bapak to reconsider the matter privately before the next meeting.
One of the main ways a boss is “kept happy” is by shielding him or her from bad news or by saying whatever subordinates think may spare the superior disappointment, embarrassment, or anger. Unfortunately, this can sometimes delay the resolution of important problems.
Expatriates are often frustrated by what they perceive as incomplete or inaccurate information about a situation. Foreign managers frequently need to spend considerable time explaining that they prefer to receive bad news early so problems can be addressed before becoming more serious.
Not conveying bad news may be intended to protect:
- the boss,
- the bearer of the news,
- the team involved,
- or the overall harmony of the workplace.
There can also be a strong feeling that bringing bad news implicates the messenger personally.
Why Problems May Remain Hidden
Mid-level Indonesian managers may be reluctant to report problems within their own departments. A subordinate may work extremely hard to solve issues independently without disturbing the boss, believing this demonstrates loyalty and competence. Unfortunately, this may also prevent problems from being addressed quickly through the superior’s authority and influence.
Displays of anger or frustration by foreign managers upon receiving bad news almost guarantee that Indonesian staff will become even more reluctant to communicate openly in the future.
Subordinates often need encouragement and positive reinforcement when reporting problems if managers want to create a more transparent working environment.
Foreigners who feel they are not receiving the “true” situation may conclude that Indonesian employees are untrustworthy or incompetent. Once respect is lost, foreigners may unintentionally communicate their frustration through words, tone, or behavior. Indonesians are often highly sensitive to these signals, and important working relationships can be damaged very quickly.
The Foreign Manager as Bapak
In conclusion, it should be pointed out that Indonesians often become highly sensitive from an early age to subtle variations in status and hierarchy within society. Indonesian personnel in senior positions are often automatically accorded the status of Bapak, while foreign managers may not naturally project the same cultural signals.
Western managers may appear overly egalitarian, excessively informal, too direct, or simply difficult to interpret within traditional hierarchical expectations. They may lack the reserved authority and social distance traditionally associated with the Indonesian Bapak figure.
Their subordinates may therefore feel uncertain about how to interact with the foreign boss or what his or her true motivations and priorities are.
Thus foreigners, if they wish to assume the mantle of Bapak — or Ibu for women — must often earn it by demonstrating parental concern, fairness, consistency, patience, and a genuine desire to look after the interests of their subordinates.
Even today, many expatriates working in Indonesia eventually discover that effective leadership often depends less on authority alone and more on relationship-building, emotional control, consistency, and the ability to maintain dignity and harmony within the team. Managers who understand these cultural dynamics are usually far more successful in building trust and long-term cooperation with Indonesian colleagues.
Frequently Asked Questions
What is Bapakism in Indonesia?
Bapakism refers to a hierarchical leadership culture in which authority figures are treated with strong respect and deference. The term comes from the Indonesian word “Bapak,” meaning father or respected male leader.
Why do Indonesian employees avoid giving bad news?
In many Indonesian workplaces, maintaining harmony and avoiding embarrassment are important cultural values. Employees may delay communicating problems to avoid disappointing or upsetting superiors.
Is Indonesia a hierarchical culture?
Yes, Indonesia is generally considered a hierarchical culture, although this can vary greatly depending on region, company type, industry, age group, and international exposure.
How should foreign managers lead Indonesian teams?
Foreign managers are often most successful when they combine professionalism with patience, relationship-building, calm communication, and respectful leadership.
Do younger Indonesians still follow traditional hierarchy?
Many younger Indonesians, especially in multinational companies and startup environments, are more comfortable with collaborative and informal management styles. However, traditional hierarchical values still remain influential across much of Indonesian society.
This article was generously contributed by George B. Whitfield III when he was a Technical Advisor with Executive Orientation Services.
