ABSTRACT
Just as organizational culture is intertwined with leadership (Schein, 2010), cultural characteristics can also shape leadership perception and value judgments. And when it comes to decision making, the process can become more complex when there are two or more cultures involved, especially when the cultures involved are culturally distant (highly dissimilar). Beyond stereotypes or super cial generalizations, a cultural analysis of leadership and decision making can enhance your cross-cultural capacity and improve your chances for collaboration in di erent cultural contexts. Leaders who disregard culture, particularly during intercultural interactions, will adversely impact the e ectiveness
of their leadership (Hendrickson, 2016). Conversely, leaders who are culturally aware and behave accordingly are more likely to be e ective (Du Plessis, 2011; Mustafa and Lines, 2012).
