The aim of the study was to determine if Chinese school principals use influence actions differently from US principals. The concepts framing this study are leader influence actions, societal and local culture. The analysis was conducted with data from two independent studies conducted in each country using the strategic leadership questionnaire (SLQ[TM]). The data suggest that (1) managing and transforming actions are universal, (2) relationship influence actions (bonding, bridging and bartering) are culturally sensitive and (3) societal values are less important than local values in determining which influence actions principals employ. (Contains 3 tables.)