In spite of years of international management research that recognizes the crucial role played by culture, few researchers have studied how specific cultural characteristics may affect the ideal leadership styles as perceived by managers in different countries. This paper explores potential impacts of culture by examining the prevalent views of leadership in three countries that have intertwined economic interests across the Pacific Ocean: the United States, Japan, and Taiwan. These nations are similar enough in their economic systems yet differ significantly in many cultural dimensions. After identifying major attributes of desirable leadership styles in these three nations, we move ahead to trace their historical and cultural roots. Following an idiographic approach suggested by Teagarden and her colleagues, we have developed some propositions on the basis of both a literature review of the past cross-cultural research and a comparison of prevalent conceptions about leadership in three specific cultures. We argue that, although a multinational firm ought to maintain a certain degree of system-wide consistency in terms of its leadership style, the operational rules used overseas should be carefully blended into the local cultural context. Some feasible strategies that may help create a balance between globalization and localization are also discussed.