In order to influence the behaviour of their subordinates managers adopt several combinations of social power bases. Managerial behaviour differs depending upon the type of power…
Abstract
In order to influence the behaviour of their subordinates managers adopt several combinations of social power bases. Managerial behaviour differs depending upon the type of power base adopted. It is the author's belief that although managers in the same country exhibit different varieties of leadership behaviour, these differences get larger when cross‐cultural (national) comparisons are made.