IntroductionThis chapter is divided into four parts: conclusion, theoretical implications, managerial implications and possible future research. The first part is a conclusion that discusses the results that can be drawn 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 sought to see what is the leadership, negotiation and decision making of the leaders of Malaysia and Saudi Arabia? I was curious to know how Saudi and Malaysian leadership, decision-making and negotiations differ? And how do the qualities of good leaders differ from the Malaysian and Saudi perspective? I have discovered that leadership does not have to be a single style. Leaders can practice a mixture of leadership styles, depending on the situation and context in which they find themselves. And this is one of the reasons why the leaders of both countries have succeeded in bringing development and prosperity to their nations. For example, King Abdullah demonstrated an authoritarian leadership style in the face of domestic terrorist attacks, which is an effective leadership style in emergency situations and when quick and assertive decisions need to be made. However, he has demonstrated a transformative leadership style in the areas of economics and education. His vision for his country has been described as the most constructive engagement yet. Today, in Saudi Arabia, many hospitals, schools, universities and economic cities have emerged under his wise leadership in a short period of time. Thanks to his visionary reforms, Saudis benefit from a culture of publicity...... middle of paper ......f neighboring countries of Malaysia and Saudi Arabia, from the perspective of the six windows of leadership? What type of leader, transformational, authentic, transactional, authentic or useful to meet the challenges of the next 30 years? Another approach for new research is to examine the same type of questions but address leaders around the world or in a different context, to explore the applicability of the emerging theoretical framework. Finally, it might be useful to explore the attributes that may result in poor leadership in the context of Malaysia and Saudi Arabia. Given the traditional, cultural and socio-economic situations of the two countries, how would we define bad leadership? And what variables need to be minimized to prevent leaders from falling into poor leadership and staying on the path to effective leadership?