A Comparative Analysis of Leadership Styles and Organizational Culture within Same Company and Different European Countries

Leadership and organizational culture are central to organizational effectiveness, and their interaction becomes especially relevant in multinational firms that operate across distinct national settings. This study investigates how leadership styles and organizational culture coexist within one multinational organization across three European locations: Germany, the Czech Republic, and Romania, where corporate values are intended to remain consistent while managerial practices may adapt to local expectations. The research uses a comparative quantitative design based on an online questionnaire administered to employees in the three locations. The instrument captured perceptions of leadership behaviors and culture-related experiences through structured statements on a five-point response scale. A total of 124 valid responses were collected, enabling cross-location comparisons and interpretation of patterns associated with tenure, team stability, and workforce structure. Findings suggest that the organizational culture is perceived as strongly present in all three locations, supported by standardized processes, shared communication routines, and recurring feedback mechanisms. At the same time, leadership expectations and evaluations vary by context: stable teams emphasize supportive and relationship-oriented leadership, whereas newer or more dynamic teams prioritize clarity, structure, and decisiveness. The study contributes to cross-national management by showing that a cohesive corporate culture can be sustained across countries while leadership practices remain locally credible and responsive, with implications for engagement and performance in multinational teams.