ABSTRACT
All human societies are organized based on hierarchy. Leadership emerges spontaneously and quickly, serving to reap the benefit of being in a highly coordinated and cohesive group. A culmination of more than half a century of research collected on 14.5 million pairs of twins has concluded that it is always a combination of nature and nurture, genes and culture. Countless studies have tried to identify the impact of values on leadership styles. Because culture is complex and evolving constantly, studies can be inconsistent. In an account, US managers found a reluctance to take on leadership roles in Westpac—one of Australia’s oldest and largest banking corporations. In short, leadership styles vary across different cultures depending on how much power they are given, which broadly results in top-down and consensus approaches in decision making. Leaders can be secretive and vague, keeping the strategies for themselves, with the expectation that subordinates will carry out their orders to achieve the final result.
