The behaviour of managers in Austria and the Czech Republic: An intercultural comparison based on the Vroom/Yetton model of leadership and decision making

Abstract

In this paper we compare the leadership behaviour of managers in Austria and the Czech Republic, employing the Vroom/Yetton situational leadership model. The model applies a methodology that is close-to-action in contrast to the collection of empirical data based on questionnaires, which target the revelation of basic values as determinants of intercultural differences (far-from-action), such as the studies of Hofstede and the GLOBE-Project. The results show that leadership behaviour in the Czech Republic remains autocratic despite dramatic changes in the societal and political environment of the two countries.