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一个领导者必须有一个长期性和战略性的眼光（目标应该怎么实现？应该如何实现？谁要达需要到明确的目标吗？）。
一个领导者应该学会关注自己的员工以及顾客。这也意味着领导者对自己目标的明确认识，与员工有效的沟通，以及人们的热情参与。参与既取决于组织的激励机制，也取决于人们的热情参与。有效率的领导正在不断地锻炼自己成为一个能者，从而帮助人们和组织执行和发展。这意味着领导者必须在实现人的需要和组织目标之间做出一个精密的调整。
领导者需要平衡、协调和整合社会上的相反文化价值观。每当领导涉及利益相关者（包括消费者、环保团体以及工会）时，相互冲突的价值观念和文化差异就会出现。因此，霍夫斯塔德通过四个方面来分析民族文化价值。他描述了以下内容：

引言--- Introduction

The concept of ‘effective leadership’ represents a theoretical framework to analyse the case study ‘Deepwater Horizon Accident’. The idea of an ‘effective leader’ can be captured by the following basic principles:
The leader must have a long term and strategic vision (what should be achieved? How should be achieved? Who should achieve an identified goal?).

A leader should be focused on people. This implies the identification of instrumental goals, their effective communication, and human beings’ involvement. The involvement depends both on incentive system and involvement. Effective leaders are increasingly characterised as being enablers - helping people and organisations to perform and develop. This implies that the leader has to achieve a sophisticated alignment between people's needs and the aims of the organisation

The leader needs to balance, reconcile and integrate opposite cultural values (Hofstede). The conflicting values and cultural differences emerge whenever a leader deals with stakeholders (consumers, environmental groups, trade unions). Hofestede (1978) identifies four dimensions to analyse cultural value of nations. He describes the following elements:

power distance
individualism vs. collectivism
Masculinity vs. femininity
Weak vs. strong uncertainty avoidance
Long vs. short term orientation

案例研究--- The Case Study

The Deepwater Horizon Accident was caused by the escape of hydrocarbons resulting in explosions and fire on the rig. At that time the social media emphasis in this accident is not only about the death of eleven people and the injury of seven, but also in connection with main environmental damages (such as the rig sank and the continued flow of hydrocarbons from the reservoir).

The following investigation reveals that:

“The team did not identify any single action or inaction that caused this accident. Rather, a complex and interlinked series of mechanical failures, human judgments, engineering design, operational implementation and team interfaces came together to allow the initiation and escalation of the accident. Multiple companies, work teams and circumstances were involved over time.”( BP 2010, 5)

Thus, the problematic situation in Mexican Gulf seems to be generated by the leadership style, as the leader failed to focus on developing a clear vision and communication and exercising strong control to the organization. This statement represents a thought provoking situation in order to analyse the behaviour and leadership style of three leaders (Tony Hayward, Bob Dudley, and Barack Obama)

托尼海沃德---Tony Hayward

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