Although leadership is important globally, most leadership theories were developed in the United States, so they have an American bias.  Theories make a number of assumptions. Employee responsibility, rather than employee rights. Self-gratification, rather than employee commitment to duty or altruistic motivation. Democratic values, rather than autocratic values. Rationality, rather than spirituality, religion, or superstition. 

Thus, the theories may not be as effective in cultures based on different assumptions. We need to abandon the one-size-fits-all assumption. However, charisma tends to be idealized across cultures.

Within Europe there are diverse management models, which raise a range of management education issues. European managers deal more with cultural than technical issues in the context of diverse value systems and religious backgrounds. Management is organized more as a language than as a set of techniques. Thus, leaders in different cultures need autonomy to lead differently.

American, European, and Japanese executives realize that they must manage and lead their business units in other countries differently than they do at home. Although cultural differences will continue to affect leadership, the instant communication, individualism, and material acquisition of global products in our society today threaten traditional family, religious, and social structures, as the trend toward the development of a more global blended culture continues. But don’t look for a one-size-fits-all solution or leadership style.