The chapter presents a comparative analysis of the influence of national culture on the effectiveness of leadership styles in Ethiopia and Poland. The author's starting point is the assumption that leadership effectiveness — understood as the capacity of a given leadership style to generate desirable organizational outcomes (performance, motivation, employee satisfaction, achievement of goals) — is strongly conditioned by cultural context. The theoretical basis of the discussion consists of the typologies of transformational, transactional, and laissez-faire leadership developed by Bass and Avolio, situated within the cultural frameworks of Hofstede and the GLOBE study. The choice of Ethiopia and Poland as objects of comparison is justified by their cultural divergence, particularly with regard to power distance, individualism/collectivism, and uncertainty avoidance. Ethiopia represents a highly hierarchical and collectivist culture, whereas Poland is a post-communist country characterized by moderate individualism and high uncertainty avoidance, currently undergoing a transition toward Western management norms. The author emphasizes that existing literature on the subject focuses primarily on comparisons between Western or Asian countries, largely overlooking African cultures, despite Africa's growing economic significance and the increasing activity of Polish enterprises on the continent. The subject of the research is the relationship between dimensions of national culture and the perceived effectiveness of leadership styles. The formulated research aims include: identifying and comparing the dominant cultural dimensions of the two countries, assessing which leadership style best corresponds to cultural expectations in each of them, analyzing the role of power distance, individualism/collectivism, and uncertainty avoidance as mediating variables, and deriving practical implications for managers operating in both contexts. The main hypothesis (H1) assumes that in cultures with high power distance and collectivist orientation (Ethiopia), transformational and directive leadership styles will be more effective, whereas in cultures with lower power distance and greater individualism (Poland), participative and transactional styles will be more effective. The second hypothesis (H2) assumes the existence of universal leadership traits (integrity, vision, the ability to inspire) that are valued regardless of culture, in line with the findings of the GLOBE study. The chapter is theoretical-comparative in nature and relies exclusively on secondary sources. The methodology includes a comparative cultural analysis based on the Hofstede and GLOBE dimensions, the application of Bass and Avolio's Full Range Leadership Model and a critical literature review.