When the case teaches you back: professor’s dilemma in communication curriculum

Research methodology This case was developed using a blend of primary context and secondary data. One of the case authors, Dr Himanshu Chauhan, is both the subject and narrator of the case dilemma. His reflections, classroom experiences and pedagogical considerations are authentic and drawn directly from his teaching practice at the School of Business, UPES. The case is further supported by secondary sources, including Indian and international news coverage (The Hindu, The Indian Express and Economic Times), official US Embassy and US Department of State releases and publicly available social media and video content related to Ambassador Garcetti’s communication strategy.No confidential interviews were conducted with diplomatic staff or other stakeholders, and all information about public figures has been obtained from publicly available, credible sources. Because the case relies on a combination of authorial lived experience and secondary data, no ethics review board approval was required. The narrative contains no disguised or fictionalized element. In preparing the manuscript, copy-editing (correcting, editing, formatting and modifying or refining) of the authors’ own original work using generative artificial intelligence tools and technology has been used, strictly for the purpose of improving structure, clarity of language and grammar. This use adhered to the overarching principles of maintaining academic integrity, originality and authorial responsibility for all ideas, analysis and arguments presented. Case overview/synopsis This case explores the pedagogical dilemma faced by Dr Himanshu Chauhan (Dr Chauhan), a communication professor at UPES (India), as he considers incorporating the public diplomacy and communication strategies of Ambassador Eric Garcetti (Garcetti) into a leadership communication module. Garcetti’s approach – characterized by cultural participation, active social media engagement and a highly visible personal brand – generated contrasting reactions across Indian audiences. While youth and students viewed his style as relatable and modern, senior diplomats, policymakers and media commentators questioned its alignment with expectations of diplomatic gravitas. India’s strategic importance in US foreign policy and its culturally layered communication environment heighten the significance of Garcetti’s choices. His style stands in visible contrast to his predecessors, reflecting broader shifts in 21st century leadership communication, digital diplomacy and cross-cultural engagement. The case enables students to assess leadership communication across contexts and analyze how different audiences interpret and react to leadership behavior using frameworks such as Hall’s high–low context model, Hofstede’s cultural dimensions, Goffman’s presentation of self, Aristotle’s rhetorical appeals and stakeholder theory. It encourages learners to evaluate the tradeoffs between authenticity, personal branding, institutional credibility and cultural expectations. For instructors, the case provides a timely opportunity to prompt debate, integrate theory with contemporary practice and guide students toward constructing nuanced, context-sensitive communication strategies for leaders operating in diverse cultural environments. Complexity academic level This case is designed for use in graduate-level programs, particularly: