Reilly, Anne H.Karounus, Tony J.2019-09-252019-09-252011-02-282009-021941-5087http://hdl.handle.net/20.500.12424/176530Global corporations operate in an environment characterized by crosscultural differences. This exploratory research examined how varying cultures perceive the effectiveness of differing leadership styles. Using categories developed by Project GLOBE, the study surveyed a sample of international sales managers from four cultural clusters to assess the role of emotional intelligence (EI) in determining leadership effectiveness. The results confirmed that EI is valued more highly than technical skills and cognitive skills, especially regarding social skill, and supported earlier findings that transformational/charismatic leaderships are favored across cultures. Implications for organizations and their managers seeking to enhance their cross cultural leadership effectiveness are discussed.engWith permission of the license/copyright holderemotionleadershipintercultural conflictEconomic ethicsCultural ethicsBusiness ethicsCultural/intercultural ethicsArticle