This article builds on the contingency approach to global leadership to examine empowerment in a cross-cultural context. Drawing upon ethnographic research on employees of a French NGO in Madagascar, our study demonstrates that effective empowerment is not dependent on the amount of delegation, but rather it is dependent on how delegation is performed. Understanding the cultural representations of formalization, skill development, collective work, and decision-making appeared to be crucial to effective delegation in Madagascar. This result suggests that managers should adapt the way that they empower their teams based on the conditions and forms of delegation prevailing in local cultures.