Cultural adaptation in cross-cultural situations is an integral part of international management and leadership literature. However, there has been little theory or empirical research that takes into account the objectivist perspective of the necessity of leaders remaining true to their moral standards when operating in different host-cultures. We draw upon the authentic leadership and cultural intelligence literatures to explicate a model by which authentic leaders in a cross-cultural context can find a balance in the tension between their own deeply held values and those of the host-country’s culture.