In this thesis I explore the relationship between characteristics of the society culture in Bosnia, the organizational culture of Bosnian enterprises and characteristics of the expected leadership in Bosnian companies of three branches of industry (food processing, telecommunications, and financial services). Much of the inspiration for this thesis comes from the Global Leadership and Organizational Behaviour Effectiveness (GLOBE) project. The main idea of GLOBE is to advance an empirically established theory, to comprehend and envisage the effect of particular cultural variables on leadership and organizational processes and the effectiveness of these processes. 
The research instruments build up on both quantitative and selected qualitative GLOBE research methods in order to supply descriptive and scientifically valid data of cultural influences on leadership expectations and organizational practices in Bosnian society. The background theory guiding this thesis is the culturally endorsed implicit theory of leadership (CLT) developed for the GLOBE project. 
Empirical findings reveal that historically, religiously and politically impacted models of thinking are still predominant features of Bosnian society. Even though internationalization opens Bosnian market for business interactions, various conventional patterns of behaviour seem to be maintained. On the other hand, Bosnian managers expect positive change in the Bosnian society. 
The existing cultural profiles of organizations in three sectors are rather divergent and shaped under the influence of the industry in which they function. In contrast, organizational culture value profiles of the industries investigated have equalizing effects, which indicates the impact of Bosnian societal culture on the desired cultural profile of Bosnian organizations.
Charismatic/value based, team oriented and participative leadership dimensions are accounted to be the most significant dimensions for effective leadership in Bosnia. Furthermore, empirical findings suggest that leadership dimensions are connected with culture in a unique way. It was found that society and organizational culture influence the way people perceive effective leaders, as well as status, influence and privileges granted to leaders.  Individual perceptions of effective leadership in Bosnian society and organizations are dependent of society and organizational culture. Furthermore, it was found that organizational culture values were more frequently predictive of leadership dimensions than societal cultural values