This document outlines a framework for comparative leadership studies across cultures. It defines leadership as a process that gives purpose to collective efforts through mutual respect and trust. The framework examines theories of leadership traits, organizational dimensions, and contingency/situational theories. It also discusses Hofstede's four cultural dimensions of power distance, individualism/collectivism, masculinity/femininity, and uncertainty avoidance. Key leadership processes like decision making and communication are analyzed through the lens of different cultural contexts.

1. Leadership Framework: A
Cross-cultural Perspective
Iqtidiar ul Hassan

2. Significance of Comparative Leadership
Studies
 The intrinsic nature of a culture which is unique and has
impact on the conduciveness of institutional structure and processes.
 The limitation of existing studies and framework has
been generally recognized.
 With the growing internationalization of policy, the
significance of culture in the adoption and implementation of the
educational policy in diverse school contexts assumes greater
importance.
 (Dimmock & Walker, 1998)

3. A General Framework for Leadership
 Leadership Defined
 A process used by leaders to give purpose to the
collective efforts of members of the organization while
influencing them to work collaboratively in an
environment of mutual respect and trust.
 (Green, 2013)

4.  Theories which guide leadership studies
1. The personal characteristics and traits of leaders
2. Organizational dimension
3. Contingency and situational leadership theories

5.  The personal characteristics and traits of leaders
 Traits and Leadership Effectiveness
 Styles of Leader Behavior
 Dimensions of Leader Behavior

6.  Organizational Dimensions
 Normative and Idiographic dimensions
(Getzel & Guba, 1957)
 Tasks, Relationships, and Participative Leadership
 Blake and Mouton’s Managerial Grid

7.  Contingency and Situational Leadership Theories
 Fiedler Contingency Model
 Vroom and Yetton Normative Decision Model
 Vroom-Jago Revised Model
 Path-Goal Theory
 Situational Leadership

8. Framework for Cultural Comparative
Leadership Study

10. Hofested’s Framework
 Hofested’s dimensions of culture

11.  Hofested’s Four Dimensions of Culture
 Power distance
 Collectivism vs. Individualism
 Femininity vs. Masculinity
 Uncertainty Avoidance

12. Leadership Processes
 Position, role and power
 Leadership style and orientation
 Collaboration and participation
 Motivation
 Planning
 Decision making
 Interpersonal communication
 Conflict resolution
 Staff appraisal