The concept of servant leadership has gathered significant attention from leadership scholars. However, since it is a non-conventional form of leadership, some researchers have expressed the concern that followers in some cultures might perceive such leaders to be ineffective. This paper explores the perceived effectiveness of a servant leader in different cultures. Cultural factors like power distance and uncertainty avoidance act as cues that determine the situational strength in various social situations like leader-follower interaction. Drawi ng f rom t he si t uat ional strength theory, mechanisms are proposed to explain the perceived effectiveness of a servant leader in cultures with high and low power distances and strong and weak uncertainty avoidance. Managerial implications have been discussed.