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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: Change Management in Transition Economies

Author

Listed:
  • Gerhard Reber
  • Werner Auer-Rizzi

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.

Suggested Citation

  • 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.
    • Handle: RePEc:pal:palchp:978-1-4039-3784-1_11
    DOI: 10.1057/9781403937841_11
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    Cited by:

    1. 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.

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