本研究探討了領導效能如何受到領導風格、文化價值觀以及制度情境相互作用的影響。本研究運用了轉型與交易型領導理論、五種權力基礎理論、文化維度理論、GLOBE跨文化領導研究以及適應性領導理論，透過質性比較案例分析和次級資料的主題分析方法，建構了一個跨文化領導效能的整合分析框架。
具體而言，習近平的領導方式展現了交易型領導的特色，透過結構化地運用合法權力和強制權力，有效契合中國集體主義和高權力距離的文化背景。溫斯頓·邱吉爾則展現了轉型型領導風格，透過高度的個人魅力和中高程度的參與式決策，運用參照權力與專家權力，強烈呼應了英國民主與個人主義的文化根基，特別是在戰時情境中。史蒂夫·賈伯斯則透過其富有遠見的魅力和選擇性的參與策略，運用專家權力和參照權力，在美國以創新為導向、低權力距離和高度個人主義的企業文化中體現出轉型型領導。
透過上述跨文化比較分析，本研究進一步強調了核心論點：領導的有效性並不存在一個普遍適用的模式，而是源於領導行為與特定的文化和制度情境間的策略性契合。本研究之發現有助於深化現有的跨文化領導研究文獻，並為在不同全球情境下的領導者提供實務指引與參考。

This study investigates how leadership effectiveness is shaped by the interplay of leadership styles, cultural values, and institutional contexts. Utilizing Transformational and Transactional Leadership Theory, Five Bases of Power, Cultural Dimensions, the GLOBE Study, and Adaptive Leadership Theory, this research develops an integrative framework for cross-cultural leadership analysis, employing qualitative comparative case studies and thematic analysis of secondary data. Xi Jinping’s leadership exemplifies transactional leadership through the structured use of legitimate power and coercive power, effectively resonating with China's collectivist and high power-distance context. Winston Churchill’s transformational leadership, characterized by high charisma and moderate to high participative decision-making, leveraged referent power and expert power, aligning strongly with Britain’s democratic cultural foundations during wartime. Steve Jobs illustrated transformational leadership via visionary charisma and selective participative strategies, employing expert power and referent power within the American innovation-driven, low power-distance and individualist corporate environment.This comparative analysis underscores the core thesis that effective leadership does not emerge from a universal model but from the strategic congruence of leadership practices with specific cultural and institutional contexts. The findings significantly enhance existing cross-cultural leadership literature and offer valuable practical guidance for leaders navigating diverse global settings.
Key Words: Cross-cultural leadership, Leadership effectiveness, Adaptive leadership, Cultural dimensions, Xi Jinping, Winston Churchill, Steve Jobs

Thesis Validation Letter.......................................................................................................i
Abstract (Chinese) ..............................................................................................................ii
Abstract (English)...............................................................................................................iii
Introduction .......................................................................................................................1
1 Literature Review.............................................................................................................3
1.1 Foundational Leadership Theories: Style and Power Perspectives. .........................3
1.2 Cultural Dimensions and Leadership Preferences......................................................6
1.3 Adaptive Leadership Frameworks...............................................................................9
2 Methodology..................................................................................................................11
2.1 Research Design–Comparative Case Study ..............................................................11
2.2 Research Paradigm and Methodological Orientation ..............................................12
2.3 Analytical Frameworks and Methodological Approach ...........................................13
2.4 Research Procedure and Timeline.............................................................................15
3 Discussion & Analysis.....................................................................................................17
3.1 Case Analysis: Xi Jinping.............................................................................................17
3.1.1 Cultural Alignment with Chinese Values.................................................................18
3.1.2 Power Bases and Transactional Leadership ..........................................................23
3.1.3 Adaptive Leadership and Strategic Shifts...............................................................25
3.2 Case Analysis: Winston Churchill...............................................................................27
3.2.1 Cultural Alignment with British Democratic Values...............................................28
3.2.2 Tranformational Leadership in Wartime Crisis.......................................................32
3.2.3 Power Bases and Personal Influence......................................................................34
3.2.4 Failure of Adaptive Leadership................................................................................36
3.3 Case Analysis: Steve Jobs...........................................................................................38
3.3.1 Cultural Alignment with Innovative Values.............................................................39
3.3.2 Transformational Leadership in Apple Ecosystem.................................................42
3.3.3 Power Bases and Symbolic Influence.....................................................................44
3.3.4 Adaptive Leadership and Strategic Reinvention....................................................47
3.4 Comparative Analysis.................................................................................................49
Conclusion........................................................................................................................52
References.........................................................................................................................55

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