The Interplay of Cultural Value Dimensions and Preferred Leadership Behaviors: Intersecting Pathways in the Case of Croatia.

This article investigates the cultural value dimensions of Croatia and their relationship with employee preferences for leadership behaviors within Croatian business contexts. The study confirms cultural homogeneity between Croatia's Adriatic and Continental regions and identifies a pronounced inclination toward individualism, personal autonomy, and family orientation, alongside a surprisingly low tendency for uncertainty avoidance, indicating openness to risk and change. Significant but generally weak correlations were found between Hofstede's cultural dimensions—particularly Power Distance and Uncertainty Avoidance—and preferred leadership behaviors, suggesting that hierarchical structures and flexibility in leadership are differently valued. These findings contribute to understanding how Croatian societal values influence leadership preferences and highlight the need for further research, including generational and comparative studies, to deepen insights into leadership and culture in Croatia.