It is almost cliché to say that there has been an explosion in the amount of research on leadership in a cross-cultural context. In this review, we describe major advances and emerging patterns in this research domain over the last several years. Our starting point for this update is roughly 1996-1997, since those are the dates of two important reviews of the cross-cultural leadership literature [specifically, House, Wright, and Aditya (House, R. J., Wright, N. S., & Aditya, R. N. (1997). Cross-cultural research on organizational leadership: A critical analysis and a proposed theory. In: P. C. Earley, & M. Erez (Eds.), New perspectives on international industrial/organizational psychology (pp. 535-625). San Francisco, CA) and Dorfman (Dorfman, P. W. (1996). International and cross-cultural leadership research. In: B. J. Punnett, & O. Shenkar (Eds.), Handbook for international management research , pp. 267-349, Oxford, UK: Blackwell)]. We describe the beginnings of the decline in the quest for universal leadership principles that apply equivalently across all cultures, and we focus on the increasing application of the dimensions of culture identified by Hofstede [Hofstede, G. (1980). Culture's consequences: International differences in work-related values (Abridged ed.). Newbury Park, CA: Sage] and others to describe variation in leadership styles, practices, and preferences. We also note the emergence of the field of cross-cultural leadership as a legitimate and independent field of endeavor, as reflected in the emergence of publication outlets for this research, and the establishment of long-term multinational multi-investigator research programs on the topic. We conclude with a discussion of progress made since the two pieces that were our departure point, and of progress yet to be made.

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The Leadership Quarterly
Erasmus Research Institute of Management

Dickson, M.W, den Hartog, D.N, & Mitchelson, J.K. (2003). Research on leadership in a cross-cultural context: Making progress, and raising new questions. The Leadership Quarterly (Vol. 14, pp. 729–768). doi:10.1016/j.leaqua.2003.09.002