This paper is a study of the impact culture has on leadership. It gives a comprehensive review of cultural differences in leadership and emphasizes the importance of understanding cultural differences between countries by examining the work of Geert Hofstede and the GLOBE (Global Leadership Organizational Behavioral Effectiveness). In earlier studies, Bernard Bass (1990) pointed out the different units of analysis in the study of leadership and culture: within and among countries, organizations and groups. In addition, he underscored the importance of understanding cultural differences, between countries. Studies such as Hofstede's and the GLOBE project have shown that the success of the work of one nation's individual in another culture is dependent upon understanding cultural differences, including the variations among attitudes towards and the practice of leadership styles. This article is a summary of the study of leadership in different cultures. The globalization of many organizations and the increasing interdependence of nations make the understanding of culture and its influence on leadership increasingly important.

There are many empirical studies on leadership; however, few have been concerned with the impact of cultural influence on leadership. In the Handbook of Leadership: Theory, Research and Managerial Applications compiled by Bass and Stodgill and there is an important discussion regarding the globalization of many organizations and the increase of interdependencies of nations that makes the understanding of culture and its influence on leadership increasingly important.

The field of leadership and cultural studies is abundant in academic, corporate, and research institute literature. In his work, "A Case for Comparing Apples with Oranges: International Differences in Values", Hofstede explains that to compare nations one needs theoretical justification and framework. The question then raised is, whether the phenomenon that is studied is functionally equal. Hofstede insists that any comparison of values and attitudes across nations is in some way a comparison of apples to oranges. It is a fruitless effort, Hofstede remarks, without the proper `fruitology'. The cultural attitudes, belief systems and values define the leader's behavior as well as those who follow. Therefore, leadership changes across cultures emphasizing that there are particular traits that label a leader depending on the region or society. One more concept to consider is the cultural programming within an individual that has to be examined carefully when reviewing leadership effectiveness. Hofstede's, Cultures and Organizations: Software of the Mind explains that every person carries within himself or herself patterns of thinking, feeling and potential acting which was learnt through a lifetime of experiences affecting the outcome or result of that person's leadership style. In this article, two major works will be discussed briefly regarding leadership cultures: Hofstede's cultural dimensions and the Global Leadership and Organizational Behavioral Effectiveness (GLOBE) research project on nine cultural dimensions. The work of Hofstede explained the influence of culture in the leadership processes through a series of cultural dimensions. These include, power distance, masculinity, collectivism, uncertainty avoidance and long term versus short-term orientation. Three of these dimensions in Hofstede's work are defined here:

Soft Skills Journal, Culture Differences in Leadership, Globalization, Cultural Programming, Global Leadership and Organizational Behavioral Effectiveness, GLOBE, Culture Programs, Gender Egalitarianism, Culture Orientation, Personality Traits, Cultural Norms, Leadership Processes, Decision Making Process, Autonomous Leadership, Performance Orientation, GLOBE Research Program.