Individual’s leadership style changes due to different culture in the UK

This paper investigates the effects of cultural dimensions on individuals’ leadership styles. The study focused on two main themes: Culture and Leadership. Two main dimensions considered: Power Distance and Individualism to show their effects on individuals’ two main leadership behaviour: Democratic and Autocratic leadership styles. Considering a phenomenological approach, the responses of participants were obtained from their replies to an open-ended questionnaire. Data were analysed with Hofstede’s 6D Model. Individuals are from America, Lithuania, India, Italy, and Sri Lanka. They are currently working in the UK, performing as managerial roles, shared their cultural experiences and leadership styles. The study shows individuals from India and Sri Lanka have completely changed their leadership styles due to the surveillance of different culture in the UK. The individual from Italy slightly modified her leadership style while the other two participants from America and Lithuania remain unchanged as they have similar cultural dimensions