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As U.S. higher education institutions strive to educate students to meet the needs of an increasingly complex world, there is great importance in studying the interplay between leadership and culture to enhance preparation of global-ready graduates. This inquiry examines the relationship between intercultural competence and leadership styles. The construct of intercultural competence focuses on effectiveness in engaging people across cultural differences, while the construct of leadership style or “connective leadership” focuses on the achieving styles employed to engage diverse followers. The Fulbright International Student Program offers an unparalleled opportunity to examine the dynamic interplay of intercultural and leadership development. More than 100 participants were surveyed using the Intercultural Effectiveness Scale and Achieving Styles Inventory psychometric instruments. Statistically significant correlations emerged between intercultural competence and connective leadership across four critical themes: individual development, the Fulbright Program, international education, and higher education. Overall, multiple leadership styles can be achieved through curiosity and continuous learning about cultural differences. Implications for individual learning and organizational development are discussed. INTERCULTURAL COMPETENCE AND LEADERSHIP STYLES ii DEDICATION I dedicate this dissertation to the many teachers in my life that have guided, mentored, and often gently prodded me to continue to learn and grow. There are many people who have played this role over the years, some for decades, some for minutes ... all have been generous and wise. I owe thanks to all of you. INTERCULTURAL COMPETENCE AND LEADERSHIP STYLES iii

Assessing the Relationship Between Intercultural Competence and Leadership Styles: An Empirical Study of International Fulbright Students in the U.S.