Leadership Styles: Inertia and changes in the Czech Republic

Werner Auer-Rizzi; Gerhard Reber

doi:10.5771/0949-6181-2013-1-9

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Editorial Rainhart Lang Rainhart Lang 5–8
- 9–134 Articles 9–134
  - 9–35 Leadership Styles: Inertia and changes in the Czech Republic Werner Auer-Rizzi, Gerhard Reber Werner Auer-Rizzi, Gerhard Reber 9–35
  - 36–65 The role of psychic distance stimuli on the East-West FDI location structure in the EU. Evidence from Spanish MNEs Alfredo Jiménez Palmero, Juan José Durán Herrera, Juan, Manuel de la Fuente Sabaté Alfredo Jiménez Palmero, Juan José Durán Herrera, Juan, Manuel de la Fuente Sabaté 36–65
  - 66–96 Why some Russian industrial companies innovate regularly: Determinants of firms’ decisions to innovate and associated routines Igor Gurkov Igor Gurkov 66–96
  - 97–134 The moderating effects of national culture on the development of organizational learning culture: A multilevel study across seven countries Miha Škerlavaj, Chunke Su, Meikuan Huang Miha Škerlavaj, Chunke Su, Meikuan Huang 97–134
- 135–147 Research Note 135–147
  - Diffusion of Innovation in Service Firms (Hungarian versus Slovakian Business Service Firms) Csaba Makó, Péter Csizmadia, Miklós Illéssy, Ichiro, Iwasaki, and Miklós Szanyi Csaba Makó, Péter Csizmadia, Miklós Illéssy, Ichiro, Iwasaki, and Miklós Szanyi
- 148–149 Book Review 148–149
- 150–161 News/Information 150–161
- 162–163 Contents of JEEMS Vol 17, 2012 162–163
- 164–167 Guideline for Authors 164–167
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JEEMS Journal of East European Management Studies , page 9 - 35

Leadership Styles: Inertia and changes in the Czech Republic

Autoren

Werner Auer-Rizzi Gerhard Reber

DOI
- doi.org/10.5771/0949-6181-2013-1-9
- ISSN: 0949-6181
- ISSN online: 1862-0019
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.
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