The purpose of this quantitative causal-comparative research was to investigate to what extent IT software personnel who work in global virtual teams differ in terms of their perceptions of their respective leader's leadership style depending on the team member' job role and geographic location. The categorical independent variables were operationalized under job roles and job locations of global IT software personnel who worked in a global team environment for at least one year. The dependent variable of perception of leadership was operationalized under the Multifactor Leadership Scales for transformational, transactional, and passive-avoidant leadership styles. The researcher contacted 127 participants online through LinkedIn which 99 participants responded and out of those 78 respondents completed (no missing data points) the demographic questionnaire and the MLQ 5x Short form resulting in a 61% completion rate. The results revealed no significant effects of job roles (F(3, 72) = 0.40, p = .753, partial eta 2 = 0.02) or job location (F(3, 72) = 2.15, p = .102, partial eta2 = 0.08) or the interaction effects of job role and job location (F(3, 72) = 0.32, p = .811, partial eta2 = 0.01) on their perceptions of leadership. Future investigations on leadership training may give additional information on emerging patterns and allow leaders to become more aware of their leadership style and followers to become more aware of leadership behaviors exhibited by their various leaders in the IT software development space.