“…Although cross-cultural leadership and expatriate adjustment have featured prominently in international management research, most studies on the former aspect have largely focused on the impact of the leaders' own cultural values on their leadership styles (Almond et al, 2005; see, e.g., Brodbeck et al, 2000;Brodbeck, Frese & Javidan, 2002;Elenkov & Manev, 2005;Javidan & Carl, 2005;Leung & Bozionelos, 2004), and those on the latter have looked at the degree of work and life adjustment of international assignees (see, e.g., Ravasi, Salamin & Davoine, 2015;Shaffer, Harrison & Gilley, 1999;Shay & Baack, 2004). Few studies have empirically examined the degree to which expatriate business leaders adjust their leadership behaviors and the organizational and individual factors associated with any adjustment.…”