The purpose of this research paper is to develop a theoretical framework of leadership behaviours and attributes which are universally endorsed across cultures. The model investigates a set of independent variables encompassing leadership behaviours and social culture. Leadership behaviours examined this research include charismatic, visionary, authentic, team oriented and servant leadership. Social culture dimensions are based and originated from the study of GLOBE including power distance, uncertainty avoidance, Collectivism I, Institutional collectivism, Collectivism II, In-Group Collectivism, Gender Egalitarianism, Assertiveness, Future orientation, Performance Orientation and Humane Orientation. The research study is developed to determine the relationship between leadership and social culture and the effect of the abovementioned leadership behaviours on leader acceptance and leader effectiveness across cultures. The literature review examines prior research studies on various aspects of leadership dimensions, as well as theories investigating both culture universal and specific approaches to leadership. A theoretical model clarifying the significance and establishing justification of selection of the abovementioned leadership behaviours and prior support for universal endorsement for some these dimensions e.g. Charismatic and Transformational leadership. Planned Methodology, measurement, empirical testing and application of the theoretical model is investigated where qualitative and quantitative approaches could be applied. A quantitative approach is employed to design a survey questionnaire to identify the appropriate conceptualisation of integrated leadership attributes and behaviour items. Selecting samples of the study needs careful consideration for harmonisation and homogeneity among cultures. Higher Education is one of the potential industries that could be targeted and investigated in this research study. The competitive advantage of the theoretical model is characterized by the combination and integration of various characteristics and attributes of leadership which have elements of contradiction and consistency. The model argues that in spite of the divergence between different leadership attributes, they transcend national borders and are endorsed across cultures. This version is archived in the Arab International University (AIU) repository for open access and dissemination purposes. The content of this paper has not been modified from the original publication. For more information, please visit the official repository of Arab International University (AIU): https://www.aiu.edu.sy

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