Comparing Dutch and British high performing managers

National cultures have a strong influence on the performance of organizations and their influence should be taken into account when studying the traits of High Performing Managers (HPMs). At the same time, many studies that focus upon the attributes of successful managers show that, notwithstanding the fact that national culture does affect these attributes, there are attributes that are similar for managers across countries. This article reports on empirically validated profiles of Dutch and British HPMs in one sector, being Information and Communication Technology (ICT), by applying a cross-cultural framework to a sample of managers from the Netherlands and the UK. Subsequently, based on the profiles, the similarities and differences in attributes for managerial success between Dutch and British HPMs are identified. The practical implication of the research is that multinational companies have to take the differences in attributes into account when training their managers for oversees assignments