Introduction This chapter is divided into four parts: conclusion, theoretical implications, managerial implications and possible future research. The first part is a conclusion that discusses the findings that can be learned from the research study. The second part discusses the implications of the theoretical framework. The third part discusses managerial implications and finally possible future research. Conclusion During the process of this research I decided to see what is the leadership, negotiation and decision making of the leaders of Malaysia and Saudi Arabia? I was curious to know how the leadership, decision making and negotiation of Saudi Arabia and Malaysia differ. And how do the attributes of good leaders differ from the perspective of Malaysia and Saudi Arabia? I have found that leadership does not need to be a style. Leaders can practice a mix of leadership styles, it depends on the situation and context in which they find themselves. And this is one of the reasons why the leadership in the two countries has been successful in bringing development and prosperity to their nations. For example, King Abdullah displayed an authoritarian leadership style in dealing with domestic terrorist attacks, which is an effective leadership style in emergencies and when quick and assertive decisions need to be made. However, he has displayed a transformative leadership style in the fields of economics and education. His vision for the country has been described as the most constructive effort yet. Now in Saudi Arabia there are many hospitals, schools, universities and economic cities that have arisen under his wise leadership in a short period of time. As a consequence of his visionary reforms, the Saudis are enjoying a public culture... middle of paper... of countries bordering Malaysia and Saudi Arabia, from the perspective of the six leadership windows? What kind of leader, transformational, authentic, transactional, authentic or serving, to meet the challenges of the next 30 years? Another approach for new research is to look at the same types of questions but addressing leaders around the world or in a different context, to investigate the possibility of applying the emerging theoretical framework. Finally, it may be useful to explore attributes that may result in poor leadership in the context of Malaysia and Saudi Arabia. Given the traditional, cultural and socioeconomic situations of the two countries, how would you define poor leadership? And what are the variables that need to be minimized to prevent leaders from falling into poor leadership and staying on the path to effective leadership?