The basic premise of this thesis stems from the diversity of increasing use of socio-psychological constructs in global business theory and practice aimed at improving leadership efficiency, which in turn results in creating a better work environment and frees the organization from dependence on management style. In the global work environment, the question of comparing the results of individual theoretical frameworks in different cultural contexts can be asked. The main goal of the paper is to connect these two important topics, and to compare the results obtained with the selected theoretical model in the field of leadership in teams from Croatia and several other countries. A well-established Multifactorial Leadership Questionnaire (MLQ) theoretical framework (Bass, Avolio, 2004) is used to assess the quality of a leader's performance and psychological performance, which consists of 36 items related to leadership styles and 9 items related to leadership results. The MLQ is composed of 9 scales that measure three leadership styles: transformational leadership (5 scales), transactional leadership (2 scales), passive and avoidant behavior (2 scales), and 3 scales related to leadership results. A multi-factor leadership questionnaire would examine groups of employees in a global company from a total of five countries: Croatia, the Czech Republic, Serbia, Slovakia and Bosnia and Herzegovina. By comparing the obtained results, we would get an insight into the differences in leadership styles according to each of the 36 items on which the research framework is based. The survey would be conducted electronically.