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...

In this paper we compare the leadership behaviour of managers in Austria and the Czech Republic, employing the Vroom/Yetton situational leadership model. The model applies a methodology that is close-to-action in contrast to the collection of empirical data based on questionnaires, which target...

This study explores the focus of leadership behaviours that perceived and experienced by leaders in a multinational company. By using triangulation method including questionnaires, in-depth interviews and observations, we analyse the data collected from twenty managers across organisational...