Abstract
One of the basic reasons that the authors investigated cross-cultural leadership was to determine the extent to which leadership behaviours can be influenced by cultural values. Some researchers suggest that certain leadership behaviours are likely to be particular to a given culture, whereas others argue that there should be certain structures that leaders must perform to be effective, regardless of cultures. This study was conducted to determine the possible relationships between the work-related values of subordinates and the leadership behaviours exhibited by expatriate managers. Ninety-one Thai subordinates, direct-report of expatriates, responded on the instruments called the Multifactor Leadership Questionnaire (MLQ) and the Value Survey Module (VSM). Major results indicate that the culture of Thai subordinates has a very limited role in predicting the leadership behaviours of expatriate managers. Furthermore, the study seems to provide evidence to support a near universalistic position for the transformational-transactional paradigm.