This study examines how leadership styles are presented in MNC subsidiaries and whether this varies in light of a consistent global corporate identity. Through document analysis of corporate documents from four MNCs (Ericsson, Volvo Group, ABB and Unilever), the paper utilizes Braun and Clarke’s thematic analysis to analyze patterns of leadership discourse in a cross-cultural setting.  The results suggest that a trade-off is reached between global coherence and local adaptation. Some organizations hold a common view on how leader talk should look; others tend to be more flexible in allowing for variations in tone and framing consistent with local cultural values (e.g., power distance, individualism).  These differences are interpreted based on Hofstede´s cultural dimensions, the GLOBE study and Schein´s model of organizational culture. The study adds to the cross-cultural leadership literature by demonstrating the role of leadership communication as a resource for cultural responsiveness and organizational authority. Implications for practice are presented for managers who want to lead efficiently in a culturally diverse environment.