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One of the most important developments in the study of cross-cultural leadership in the past several years has been the recognition that some leadership styles may be universally accepted and considered effective, regardless of the specific cultural values of societies. Leaders' behaviours that reflect integrity, charisma, inspirational and visionary attributes have been found to positively impact leadership performance in all societies. However, leadership attributes reflecting irritability, non-cooperativeness, egocentrism, ruthlessness and dictatorship produce ineffective leaders (Robie et al., 2001).
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