'Localising Leadership' provides an invaluable reference point for
senior executives or those striving towards a successful cross-border
career, to understand how cultural differences impact upon leadership
styles and practices. Each semester, we publish a report on our
quantitative survey-based global study, alongside our review of extant
in-country leadership literature, preferably written by local scholars
and professionals in their native language. Moreover, we attempt to
empirically validate these findings by conducting expert interviews with
native specialists. This new issue of our ongoing leadership series
presents country-specific analyses of culturally endorsed leadership
practices and styles in the following countries: Bangladesh, Brunei,
France, Germany, Liechtenstein, Macau, Malta, Norway, Papua New Guinea,
Peru, Qatar, Saint Martin, Saudi Arabia, Slovakia, Sri Lanka, Trinidad
and Tobago, Turkey, United Kingdom and Zimbabwe. This publication
contains contributions from around 100 researchers from sixteen
countries who participated in the Cross-Cultural Business Skills
elective offered by the Part-time Academy of the Faculty of Business and
Economics at the Amsterdam University of Applied Sciences (HvA).