Description

What impact do cultural differences have on the
relationship between leaders and subordinates? This
book addresses this question by investigating
differences between Americans and Brazilians on
cultural values and leadership style norms. Scholars
have been investigating the suitability of American
leadership theories and leadership styles across
cultures. The social norm is also a component of
culture to be investigated whenever national
cultures are discussed. It was observed that
Brazilians would prefer less participative
leadership behaviors than Americans. A participative
style of leadership, often recommended by American
management scholars, may trigger antagonistic
feelings in Brazilians. Because many Brazilians
expect inequality of power and social status, they
may perceive a participative leadership style as an
indication that the leader is not following the
expected role and so is not an optimal leader.
Leadership styles will most likely be effective for
the organization when the leader s style matches
subordinates expectations of what is an ideal
leader.