Full-text resources of CEJSH and other databases are now available in the new Library of Science.
Visit https://bibliotekanauki.pl

Results found: 2

first rewind previous Page / 1 next fast forward last

Search results

help Sort By:

help Limit search:
first rewind previous Page / 1 next fast forward last
1
Publication available in full text mode
Content available

Effective Leadership Behavior by Means of Acculturation: Cultural Differences and Learning Strategies

100%
Reber G.
Acta Universitatis Lodziensis. Folia Oeconomica
|
2011
|
vol. 257
EN
Leadership behavior is acquired through acculturation from the earliest childhood and very stable over time. This first acculturation creates habits that are applied unconsciously throughout life and are hard to change. Different learning strategies have the potential to mitigate individual habits when individuals are confronted with an intercultural experience, for example as expatriates. We examine the role of imitation/vicarious learning, learning through cognitive reflection in a training program, and learning through changing the organizational structure on adapting leadership behavior. Imitation/vicarious learning showed cultural adjustment but did not improve a manager’s leadership effectiveness in the sample of German and US expatriates. Learning during a training program that focuses on self-reflection of personal behavior patterns can change the original acculturation and increase leadership effectiveness. The implementation of a matrix-structure during an organizational integration process challenged the diverse cultural habits and stimulated new acculturation within a company merger across cultures.
2
Publication available in full text mode
Content available

The Behavior of Managers in Austria, The Czech Republic and Poland: An Intercultural Comparison Based on the Vroom/Yetton Model of Leadership and Decision Making

63%
Reber G., Auer-Rizzi W., Institut für Internationale Managementstudien J. K. U. L.
Acta Universitatis Lodziensis. Folia Oeconomica
|
2005
|
vol. 195
PL
W niniejszym opracowaniu porównano zachowania przywódcze menedżerów w Austrii, Republice Czech i Polsce stosując model przywództwa sytuacyjnego Vroom/Yetton. Model ten wykorzystuje metodologię, która jest „bliska działaniu’” w odróżnieniu od zbioru danych empirycznych opartych na kwestionariuszach mających na celu ujawnienie podstawowych wartości jako determinantów różnic interkulturowych („dalekich od działania” ), takich jak badania Hofstede oraz GLOBE-Project. Wyniki pokazują, że zachowania przywódcze w Czechach oraz Polsce pozostają autokratyczne pomimo dramatycznych zmian w środowisku społecznym i politycznym w tych krajach.
first rewind previous Page / 1 next fast forward last
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.