In the global society that exists today the likelihood of companies and organisations not having to conduct business internationally are rather limited. International business brings many new ways to create success stories but there are also risks and pitfalls associated with it. One of the main reasons for failure in an international environment is the neglect of cultural differences. Scandinavia and China are two vastly different environments but with rapid socio- and economic growth, China has become a more interesting market for many Scandinavian businesses.This thesis endeavours to explore how Scandinavian managers have to adapt their leadership while working in China. In order to answer the problem area two research questions were developed:RQ1: How do Scandinavian managers experience cultural differences in China? RQ2: How do the cultural differences affect the leadership of the Scandinavian manager?This thesis is of deductive nature with a qualitative approach. Moreover case studies were utilised to collect empirical data where three Scandinavian managers with ample experience of both management and the Scandinavian and Chinese business environment. The aim was to gather empirical data in order to determine and describe the cultural differences and leaderships styles between Scandinavia and China and how Scandinavian manager can adapt to the differences.The empirical data states that there are both similarities and differences between the two cultures. Large differences can be found in how the organisations in the different cultures uses power and control between superior and subordinate, how the different cultures view teamwork and the way the managers has to express themselves. Differences concerning leadership was also found, the two cultures preferred different styles of leadership, were the most effective styles of leadership in Scandinavia did not coincide with the most effective styles in China. Overall the Scandinavian managers did not have to drastically change their leadership style however there were a few things to keep in mind whilst leading Chinese employees. The Scandinavian managers had to become more controlling which included taking more decisions for the employees, clear instructions and more follow ups.The findings of this thesis hope to further enrich the field of Scandinavian management and be of value for managers and leaders of Scandinavia working in China, may it be in the present or the future.