Globe (Global Leadership and Organizational Research Proposal

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Some of these culturally 'bound' attributes were being a risk-taker and provocateur. They were found to be more positive in highly individualistic cultures such as the United States. In contrast, being evasive was judged to be a positive, diplomatic quality in some cultures but negative in Anglo cultures.

While charisma and value-based leadership was associated with positive types of leadership cross-culturally, team-based and participative leadership qualities were far more variable in their ratings, as were humaneness and self-protectiveness. Also, cultures that value independence tend to value charisma more, while more conciliatory cultures, such as the Middle East, judge it as less important. Team leadership was associated with outstanding leadership in the Middle East, in contrast to Anglo cultures, which gave this quality far less priority. However, participative leadership was rated highly in Anglo cultures.

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This type of democratic leadership style stands in profound contrast to the cultural emphasis on strong, more autocratic leadership styles in the Middle East.

Comparing and contrasting different attitudes towards leadership helps give managers and other cross-cultural negotiators additional insight into what constitutes the ideal leader. One reason that cultural misunderstandings may occur is because two cultures possess profoundly different conceptions of the degree to which a leader should dictate his or her decisions to others, act quickly and decisively, or solicit opinions from other organizational actors. Although perfect agreement between different national may not be possible, understanding difference at least enables some common ground and tolerance to be fostered between organizations across cultural divides.

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