Previous studies have shown that leadership capabilities and managerial competencies are related to leadership performance effectiveness, i.e., higher capabilities and competencies are associated with higher performance effectiveness, and vice versa. Among the studies focusing on these qualities in academic settings, two recent studies in Australia and New Zealand in 2008 and 2012 may be stated which were guided by a conceptual framework known as the Academic Leadership Capability Framework. This framework became the basis for the construction of a survey instrument in order to assess five vital components of university leadership. The framework and the survey instrument were employed for a similar study in Malaysian public and private universities. In performing descriptive analysis, the results of the three studies were compared. This analysis revealed interesting similarities and differences among academic leaders within the three countries which can be used as a base for further policy making, and characterizing effective leadership in higher education. In addition, inferential statistics techniques were employed to detect the impact of the University Type and Previous Experience outside higher education on capabilities, competencies, and performance of the Malaysian academic leaders.