The emotionalism that goes with passion is more common in America than elsewhere. Europeans see it as a sort of business evangelicalism and are very suspicious of it. Decisiveness is common to effective executives in all countries: In this regard European and Japanese chief executives are the most consensus-oriented, and Chinese and American top executives are more likely to make decisions personally and with their own accountability.
Conviction is common to all.
Integrity is a complex characteristic very much determined by national cultures. What is honest in one society is not in another, and vice versa.
Adaptability is a pronounced characteristic of American leadership generally. It is less common and less valued in Asia and Europe. It will be needed everywhere soon enough.Emotional toughness is common to all top executives; Americans spend more time trying not to show it.
I don't know much about Asian business, but I do remember a lot from the summer I spent in Europe studying international business. We went to the Netherlands office of Imation. An upper executive told us that they rarely work more than 40 hours a week, and overtime isn't seen as a badge of honor, but as a sign of incompetence. He said if you can't get your job done in 40 hours a week, something is wrong with you or your organization. It was an interesting perspective that I would like to embrace, but haven't.
I've always preferred those situations where the edges between work and non-work are blurred, such that time is nearly always spent doing pleasurable things, regardless of whether or not others define them as work. But maybe that's just because I'm an introvert and don't need much social interaction for "balance" (unless someone brings up the subject of business, in which case I can talk forever.)