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A leadership style characterized by individual control. Leaders make decisions unilaterally without much input from team members. International variation can be influenced by cultural norms regarding power distance and individualism.

A leadership style where members of the group take a more participative role in the decision-making process. Internationally, this style might be more prevalent in cultures with low power distance and high individualism values.

Leaders who inspire and motivate employees to innovate and create change that will help grow and shape the future success of the company. Internationally, its effectiveness might be impacted by cultural dimensions such as uncertainty avoidance and long-term orientation.

This style is based on a system of rewards and penalties. It is more effective in cultures that are comfortable with clear structure and immediate outcomes, and less effective where people expect longer-term relational rewards.

Leaders prioritize the needs of their team members and help people develop and perform as highly as possible. Internationally, this style might struggle in highly hierarchical or individualistic cultures where such servant-minded practices are less valued.

This type of leadership relies on the charm and persuasiveness of the leader. Charismatic leadership varies internationally and can be especially effective in cultures where individual influence is valued over institutional structures.

Leaders adjust their style according to the situation and the maturity level of their followers. Globally, leaders need to be particularly aware of cultural nuances to adapt effectively without causing friction.

Similar to democratic leadership, this emphasizes the involvement of team members in planning and decision-making. It may face challenges internationally in cultures with a strong hierarchical focus where such involvement is not customary.

This leadership style considers the cultural dimensions and diversity of the international environment and strives to be effective across a variety of cultural settings, understanding and respecting cultural differences.

A leadership style characterized by complete freedom for the group in making decisions. It can vary based on individual autonomy and responsibility levels different cultures are comfortable with.

Leadership based on strict adherence to rules and a defined hierarchy. Internationally, it may be accepted in cultures with high uncertainty avoidance but resisted in more flexible, adaptive environments.

A leader who communicates a compelling vision and direction for the organization. Internationally, this style's effectiveness may hinge on how well the vision aligns with cultural values and aspirations.

Leaders focus on developing individuals, showing them how to improve and how their roles fit into a larger strategy. Internationally, the acceptance of this style can depend on cultural attitudes towards mentoring and employee development.

Leaders set high performance standards for themselves and the group. Internationally, its effectiveness might decline in cultures that prioritise work-life balance or collectivistic values over high achievement.

Leaders who exhibit and promote ethical conduct both through their personal actions and interpersonal relationships. The international impact might depend on the universal versus relative moral attitudes of different cultures.

Leaders who are skilled at operating in an international context and are adept at managing multicultural teams. Effective global leadership is contingent on understanding and bridging cultural differences.

Leadership style where the leader is more concerned with the needs and feelings of workers than with getting the job done. This approach can face difficulties in highly competitive international cultures that focus on results.

A leadership style that emphasizes firm direction and control by the leader, with freedom within limits set by the leader for followers. Internationally, it might be well-received in cultures that respect clear authority, but less so in egalitarian societies.

Leaders create emotional bonds and harmony among team members. While this can promote a positive environment, it might vary in effectiveness in cultures where emotional expressiveness and group harmony are valued differently.