Culture permeates all levels of society in which we live and work. It shapes the way we think and the attitudes we form - people perceive things differently. As leaders, if we do not understand the cultures in which we work, misunderstandings can easily be formed. This dissertation seeks a better understanding of how different cultures operating throughout Nokia''s Asia/Pacific region view leadership and in turn how they expect to be led. Results from a survey of almost 400 employees was analysed and comparisons made between different groups as well as to theories developed by contemporary academics and scholars. Based upon the analysis, it is evident that not only different cultural groups vary in their leadership style preferences but, across cultures, marked differences can also be seen between different levels of seniority of the individual or employee.