The relationship between leadership and national culture has often been held to impact closely the success and failure of an organisation in terms of leadership style, motivation and employee performance(Bass, 1990; Collins and Porras, 1996).In the context of National culture at least academics have pointed out that transformational leadership attributes which pertain to empowerment and perception contribute to employee job satisfaction and commitment in a very positive way (Iverson and Roy, 1994).
The business academia has often focused upon the influence of gender on leadership and its various dimensions. When we are thus perusing the relationship between gender role and leadership style academics have pointed out towards a tendency of attaching "masculinity with task-oriented leadership styles and femininity with relationship-oriented ones".(Oshagbemi and Gill, 2003).It is perceived by the researchers and the academia that if sexes are perceived so differently in organizations their leadership styles would also differ a lot and this would seem likely that leadership styles are also different.
Leadership is morality magnified"(Ciulla, 2006:17).In this regard this section seeks to define the relationships between ethics and leadership in the organisational context.The modern leader has to weather and face a plethora of situations like financial and political scandals,international pressure,public image,regulation and the current business mood and in this context it is also worth noting that gender and national culture issues have also reflected upon the common problems versus cultural specificity.(Individual responsibility v Corporate conscience).
This report concludes that the term "Leadership"is subjectively constructed and the whole concept has many dimensions.For Gardner (1995, p. 292), "The greatest challenge the leaders face is to bring about significant and lasting changes in a large and heterogeneous group". The link between leadership and ethics and gender has been accordingly explored to reflect cultural contexts aswell.
The meaning and usage of the notion of leadership as an ingredient of success and value in an organisations contemporary structure has received a mixed response from the business academia,where skeptics have gone as far as to say that "All definitions are arbitrary. They reflect choices that cannot be proved or validated" (Shamir and Eilam 2005:395).The question is that when we seek an authentic meaning of the role of leadership instead of the "glittery and shiny"part it can be seen that the mere display of socially desirable behaviours does not make a good leader.Rather good leadership in the organisational structure should exhibit something more "genuine" and decisions based on a leaders courage to follow his or her own convictions.(Shamir and Eilam 2005) .According to Cooper et al (2005) this would indicate that we should be looking at leadership behaviours rather than styles like transformational, transactional, etc and there is a need to discuss how the leadership in promoting success in contemporary organisations has to be multidimensional with regard to drawing from the elements such as traits, behaviors, and contexts.This would also