The increasing importance and practice of strategic leadership can easily be seen as a rational and logical response to growing complexity and volatility in the task environments that organizations confront. Undoubtedly, this is partially true, but a strategic leadership response is also supported and encouraged by the cultural assumptions, beliefs, and values embedded in many Western societies. It is not without significance that strategic leadership has become so widely adopted in national cultures that legitimize individualism, power distance, risk-taking, and future-orientated behaviors. These cultural dimensions support and encourage strategic leadership, but what happens when this leadership model is applied, or imposed, in different national cultural contexts? This chapter tries to answer this question by considering national culture and the perception of the strategic leadership construct.