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The purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour dimensions to facilitate education, development, and training of managerial leaders operating across diverse organisations.

The study consists of focus group evaluations of the validity and the translations to local languages of a survey instrument assessing leader behaviour preferences in business organisations.

The studies find that the survey instrument and its translations are valid and reliable for assessing preferred leader behaviour across national cultures. The length of the survey is problematic, and a new project is underway to produce a shorter version with equivalent reliability and validity.

As the research project is long term, at this point, a relatively long survey is available for research, with a shorter version planned for the future.

Practical implications include producing and validating a field survey research instrument that is reliable and valid across cultures and languages, and can be employed to improve the understanding, development, and education of managers and leaders of international business organisations.

Management and leadership processes are employed in all aspects of life, and can be better understood and improved through this research project.

The majority of cross-cultural research is leader-centric studies of implicit leader characteristics; this project expands the scope of studies further into follower-centric studies of observed leader behaviour.

The purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing cognitive templates of preferred leader behavior across cultures.

The 100-item LBDQXII survey was administered to 6,451 participants from 14 countries; these data were used to refine the survey.

The shorter survey instrument is a valid and reliable tool for assessing preferred leader behavior. Four periods in the LBDQXII “evolution” are identified: emergence, expansion, stagnation and revival.

The new LBDQ50 can be used to collect data across cultures, contributing to both global management development and scholarly studies.

This project corresponds to calls to shorten the well-established leader behavior instrument into a measurement tool that is reliable and valid across cultures and languages. This can be administered by both private and public organizations, contributing to greater effectiveness. Furthermore, it retains its scholarly scope encompassing follower-centric studies of leadership.

Leadership processes are found in all aspects of life and can be better understood and improved within and across cultures using the shorter version.

An efficient instrument to measure preferred leadership behavior across and within cultures. The availability of the LBDQ50 will allow practitioners and researchers to advance understanding of preferred leadership behavior as a predictor of organizational effectiveness. Most such instruments are overly-long, which hinders data collection opportunities. This newly developed instrument can lead to better response rates and easier applicability in organizational settings.

The purpose of this paper is to empirically investigate the relationships between societal culture value dimensions and employee preferences for empowerment behaviors by managerial leaders across societal cultures. To do this, the authors synthesize the extant literature to underpin this study and to set the research agenda for future empirical work.

Using field survey research method, the authors obtain and analyze data from ten samples in eight geographically and culturally diverse societies from a global longitudinal study of preferred managerial leader behavior.

Cultural value dimension predictor variables affect employee preferences for leader empowerment behaviors in the societies studied. Some significant effects of gender and organizational factors on these relationships were found.

Future research should expand upon variations in the meaning of employee empowerment across cultures, consider other cultural models and theories, and a more extensive set of personal, organizational and relational factors.

Employee preferences for leader empowerment behaviors are more likely the result of the interplay, exchange and trade-offs between cultural, personal and organizational values. The effectiveness of employee empowerment is contingent upon well-designed training programs aligning management and worker values, goals and tasks.

The authors offer more realistic, objective and evidence-based insights into the cultural influences on the effectiveness of empowerment and employee cognitions towards it than the extant, conceptually and methodologically compromised, strategic cross-cultural studies.