This study investigates the impact of leadership styles on faculty motivation in higher education, with a particular focus on the multicultural academic environment of the United Arab Emirates (UAE). The research examines how transformational and transactional leadership styles influence faculty motivation, which style is perceived as most effective, and the specific leadership behaviors that contribute to faculty engagement. Quantitative research design was employed using a custom-designed survey administered to 130 faculty members at a higher education institution in the UAE. The survey instrument was pilot-tested and validated, and the collected data were analyzed using SPSS software. Both descriptive and inferential statistical techniques were applied to identify patterns, test hypotheses, and assess relationships between leadership styles and faculty motivation. The findings revealed that a combination of transformational and transactional leadership styles had the strongest influence on faculty motivation, with 66.9% of participants reporting motivation from both styles. Transformational behaviors such as inspirational motivation, individualized consideration, and intellectual stimulation were identified as key motivators, while transactional elements like contingent rewards also contributed, particularly in providing structure and clarity. Furthermore, 76.2% of faculty emphasized the importance of cultural awareness in leadership practices, underlining the need for adaptive leadership in diverse academic settings. While the study provides valuable insights, its scope was limited to one institution and relied on self-reported data, which may affect the generalizability of the findings. Nevertheless, the study offers practical recommendations for leadership development in higher education institutions and contributes to leadership theory by supporting a hybrid approach tailored to multicultural contexts.