When executives lead teams in a different cultural context than their own, the phenomenon of “leadership” becomes cross-cultural. A cross-cultural setting makes the already multi-layered leadership situation even more complex (Gasteiger 2016). International leadership research, including the GLOBE study, has shown that concepts of “leadership” are significantly influenced by the cultural context (House 1997; House / Javidan 2004). What is characteristic of a manager and which leadership styles are favoured, varies depending on the cultural context. The cultural scientist, Phillippe D’Iribarne, addresses this cultural fit: “If a manager wants to spark enthusiasm in the people who work for him and avoid shocking them, then he has to understand what excites and shocks them. This is of course about the big principles: legitimate / illegitimate, conceivable / unthinkable, good / bad."(2001: 262). This cultural understanding comes into play in all social interactions between the leader and his team and becomes even more relevant when personal development practices are applied. Numerous experts from cross-cultural science (et al Tüzüner 2014, Aycan 2001) and practice point out that, especially in an international context, some personnel development practices, like the 360° Feedback, should be used wisely, as some “imported” practices, which were developed in a different cultural context, can disturb local values and the wellbeing of the employees. Taking the example of German MNEs operating in Turkey the study confirms that using human resource development methods in Turkey which were created in western cultures can cause cross-cultural conflicts within the team. Elaborating on the findings of this study, the need for recontextualisation of human resource practices and the important role of bicultural employees in the process of cultural adaptation is underlined.