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Leadership Styles: Inertia and changes in the Czech Republic

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  • Auer-Rizzi, Werner
  • Reber, Gerhard

Abstract

Social Darwinism suggests that in crisis situations leaders have to be replaced by better fitting leaders. An opposing school argues that leaders, based on their personality, are successful in all situations and therefore can master all situations including a crisis. A third view concludes that leaders can learn to overcome the path dependency of organizational structures. In this paper, the development and essentials of these approaches of leadership research are discussed and demonstrated in the case study of the Czech Republic after the Velvet Revolution. The test is based on the Vroom/Yetton model of leadership effectiveness. The results confirm that inertia and change can be explained based on the general contingency approach of leadership.

Suggested Citation

  • Auer-Rizzi, Werner & Reber, Gerhard, 2013. "Leadership Styles: Inertia and changes in the Czech Republic," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 18(1), pages 9-35.
    • Handle: RePEc:nms:joeems:doi_10.1688/1862-0019_jeems_2013_01_auer-rizzi
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    File URL: https://www.nomos-elibrary.de/10.5771/0949-6181-2013-1-9
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    References listed on IDEAS

    as
    1. Auer-Rizzi, Werner & Reber, Gerhard, 2013. "Leadership Styles: Inertia and changes in the Czech Republic," Journal of East European Management Studies, Rainer Hampp Verlag, vol. 18(1), pages 9-35.
    2. Gerhard Reber & Werner Auer-Rizzi, 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," Palgrave Macmillan Books, in: Heinz-Jürgen Stüting & Wolfgang Dorow & Frank Claassen & Susanne Blazejewski (ed.), Change Management in Transition Economies, chapter 11, pages 203-221, Palgrave Macmillan.
    3. Milan Maly, 2000. "The management strategies of Czech companies in transition," International Journal of Manufacturing Technology and Management, Inderscience Enterprises Ltd, vol. 1(4/5), pages 405-411.
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    Cited by:

    1. Milan Maly, 2014. "Decision Making Style In Companies (Case Of Austrian And Czech Companies)," Economy & Business Journal, International Scientific Publications, Bulgaria, vol. 8(1), pages 10-16.

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    1. Milan Maly, 2014. "Decision Making Style In Companies (Case Of Austrian And Czech Companies)," Economy & Business Journal, International Scientific Publications, Bulgaria, vol. 8(1), pages 10-16.

    More about this item

    Keywords

    leadership behaviour; participation; Czech Republic; Vroom/Yetton model; cultural inertia; institutional change;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • L10 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - General
    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance
    • L26 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Entrepreneurship
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • P30 - Political Economy and Comparative Economic Systems - - Socialist Institutions and Their Transitions - - - General

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