It is useful to bear in mind that cultural practices do affect the utilisation of these
transactional and transformational leadership behaviours. Gill (1997) suggested for
example that one of the reasons why Southeast Asian managers tend to use
management-by-exception more than American and UK managers might be their
greater workload as a result of their tendency not to delegate as much. In our own
study we found that management-by-exception is practised usefully in the UK within
an appropriate system of delegation and consultation.