An examination of national culture and transformational leaders' practices across four countries (Jamaica, Bahamas, Panama, United States)

As global companies access business opportunities in other countries, culture and leadership practices have become critical issues. Thus, it was timely that this study investigated the degree to which national culture correlates with transformational leadership practices in Jamaica, Bahamas, Panama, and the United States.; MBA students attending classes in these countries and holding leadership positions within their respective organizations participated in the study by completing two questionnaires. The Values Survey Module (VSM) was used to assess the values and attitudes of the participants of each country. The Multifactor Leadership Questionnaire (MLQ5x) was used to assess participants' leadership practices. A qualitative analysis was also conducted to provide a stronger generalization of the results.; This study not only confirms other cross-cultural researchers' work that the values and attitudes of individuals vary from country to country, but also identifies effective leaders' practices that are appropriate for the countries in the study. National culture correlates with transformational leaders' practices. Thus, leaders' practices must be compatible with the society in which the leaders operate.