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The Impact of Cultural Values Upon Managers' Choice of Social Power Base

M. Ceyhan Aldemir (Dokuz EylüÜniversitesi, Izmir, Turkey)

International Journal of Manpower

ISSN: 0143-7720

Article publication date: 1 May 1986

242

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.

Citation

Ceyhan Aldemir, M. (1986), "The Impact of Cultural Values Upon Managers' Choice of Social Power Base", International Journal of Manpower, Vol. 7 No. 5, pp. 13-19. https://doi.org/10.1108/eb045089

Publisher

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MCB UP Ltd

Copyright © 1986, MCB UP Limited

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