Abstract
This paper describes participative, transformational and transactional leadership theories and how each theory might or might not work in the United Kingdom, Nigeria, and France. Application of the three leadership theories emphasizes performance orientation as an important requirement across the three national cultures. A number of issues are readily identifiable with the application of each theory across the three national cultures. With participative leadership, issues of time intensity, information sensitivity, and size of the labor force are unavoidable. Issues with transformational leadership include measurement difficulties and anti-democracy; while issues with transactional leadership include the need to maintain status quo and the use of rewards and punishment to achieve results. Cultures may influence leadership styles, it is however not a determinant of leadership behavior. This is in consonance with the findings of the GLOBE study which found that leadership behavior is not a function of national culture values.
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