Abstract
This chapter uses the Vroom-Yetton situational leadership model to compare the leadership behaviour of managers in Austria, the Czech Republic and Poland. The model applies a methodology that is ‘close to action’, in contrast to the collection of empirical data based on questionnaires that use basic values as determinants of intercultural differences (‘far from action’). The results show that leadership behaviour in the Czech Republic and Poland remains autocratic despite dramatic changes in the societal and political environments of the two countries.
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Reber, G., Auer-Rizzi, W. (2003). The Leadership Behaviour of Managers in Austria, the Czech Republic and Poland: An Intercultural Comparison Based on the Vroom-Yetton Model of Leadership and Decision Making. In: Stüting, HJ., Dorow, W., Claassen, F., Blazejewski, S. (eds) Change Management in Transition Economies. Palgrave Macmillan, London. https://doi.org/10.1057/9781403937841_11
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DOI: https://doi.org/10.1057/9781403937841_11
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