Publisher's Synopsis
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."
