Developing Country Studies www.iiste.org ISSN 2224-607X (Paper) ISSN 2225-0565 (Online) Vol.4, No.22, 2014 109 A Framework for Developing Leadership Model Based on National Culture Aspects Asmaa M.S. Ibrahim Maastricht School of Management, MSM, Endepolsdomein 150, 6229 EP Maastricht, Netherlands E-mail: asmaa.s.ibrahim@gmail.com Abstract This is a conceptual paper inspired by studies that focus on leadership in specific cultural settings. It is based on the assumption that there is a systematic way by which national culture shapes multinational corporations’ leadership styles. Such leadership styles should be consistent with host-countries’ cultural values shared by members working in companies’ subsidiaries. Unfortunately, researches conducted on such area failed to present a simple model for managers and executives to implement it. Further, companies attempts to identifying the company-specific leadership attributes that apply around-the-world, failed in employing the right steps and procedures. This paper proposes a framework that helps in bridging a gap between theory and practice. It proposes a user- friendly framework to help companies develop their unique leadership model. When companies apply such framework on their subsidiaries in different host countries, they will be able to identify and consider the generalizable and idiosyncratic (context-specific) characteristics of effective leadership. This will increase the companies’ ability to maintain its competitive advantage and to activate its code of conduct. The paper also presents a checklist based on which companies can follow up on the process presented in the framework. The framework focuses on leaders’ activities, followers’ perception towards leadership styles, as well as the contextual factors, other than culture, that may impact this process. This is not a onetime process. It should be replicated, especially if host-countries experience unusual social changes, or companies are entering new markets. The paper proposes that both case study research and action research are the best research methodologies that help in implementing the framework and building the leadership model. Key words: national culture, leadership, cultural fit, contextual factors. 1. Introduction The paper main focus is cultural leadership, particularly, in cross-cultural settings. It is inspired by studies that apply cultural lens to extant leadership theories (Dickson et al. 2003). Such studies are part of the immerging field of research known as cross-cultural leadership, which became a standalone field of study rather than an “adjunct to cross-cultural research” (Dickson et al. 2003). Cross-cultural leadership attracted many researchers over the past years (Shahin & Wright 2004). However, few researches have been conducted on cross-cultural leadership models competencies and approaches in particular settings (Morrison 2000; Javidan et al. 2006). Cross-cultural issues appear as employees in multinational companies’ subsidiaries work on international operations (Suutari 1996b), or deal with managers, peers, and subordinates from different countries. 2. Significance of the study Scholars suggest that leaders’ practices affect both subordinates’ performance and organizational performance (Jing & Avery 2008). Effective leadership increases the organization’s ability to maintain its competitive advantage and to activate its code of conduct (Jones & George 2003, 443). However, leadership effectiveness is even subject to many factors such as the followers, the situation, and others (Luthans 2005, 58; Byrne & Bradley 2007; Zhu 2007). One of the main factors is culture (Jing & Avery 2008). Both national culture and organizational culture impact the leadership styles and practices. However, the company’s home country cultural values have a significant effect on the organizational culture and the company performance (Lau & Ngo 1996). Yet, the feasible leadership style depends also on the culture of the subordinates (Hofstede 1980; Jing & Avery 2008). Thus, leaders working on international assignments should not depend on their domestic leadership practices (Morrison 2000). Their practices should, also, be consistent with the host-country norms and values shared and internalized by the members working in multinational companies’ subsidiaries (Kirca et al, 2009). This issue should not only be considered on the individual level; i.e.; the leaders, but also on the organizational level; the organization approach for leadership. Thus, multinational corporations should be cautious in developing their managerial methods and principles for their corporate units and subsidiaries located in foreign countries (Suutari 1996a).