ABSTRACT
This chapter loops culture with leadership. Leadership is an important area of management. Many expatriate leaders fail in their assignments since they don’t understand that their native motivation models and leadership styles may fail if extrapolated in non-native subsidiaries of their companies without cultural moderations. Though there are many leadership styles – authoritarian, paternalistic, and participative, it is the variable of culture which is one of the determining factors in the election of an appropriate leadership approach. Adoption of a leadership model should thus be culturally aligned or it may fail to produce motivated productivity outcomes.
The chapter also presents culturally congruent leadership traits that differ from country to country. Leadership profiling has been done for some of the major countries active in transnational commercial spaces by taking into account their social normativities. These leadership styles have been investigated in the light of value orientation dyads like collectivism/individualism, low/high power distance, low/high uncertainty avoidance, low/high performance orientation etc. to uncover the rationale behind their applicability in a given cultural milieu.
