| Sumario: | This article presents a case study of a company where managers from two cultures collaborate: Mexico and India; research questions that are posed: what are the values, attitudes and skills that both cultures expect from their leaders? What are the leader's skills and leadership styles? And what is the distance and dimension of the power of the leaders of both cultures? An instrument was designed with the five characteristics of personality description listed by Goldberg (1990), Madrigal's leadership style approach (2009), and uncertainty´s dimension and power´s distance with Northouse's theory (2012). In order to carry out this study 102 managers from the Indian and Mexican culture were surveyed in different aspects related to the perception of leadership. The results show that both Mexicans and Indians tend to prefer a style of democratic leadership. Finally differences that exist in the institutional collectivism and in the orientation towards the future of both cultures are presented as findings.
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