Modern leadership theory recognizes that no single leadership style works well in all situations. A considerable amount of research, directly or indirectly, supports the notion of cultural contingency in leadership. Much of this research also provides insight on the relative level of preference for autocratic versus participative leadership styles. For example, Hofstadter's four cultural dimensions (discussed in Chapter 3. provide a good starting point to study leader - subordinate expectations and relationships. We can assume, for example, that employees in countries that rank high on power distance (India, Mexico, the Philippines) are more likely to prefer an autocratic leadership style and some paternalism because they are more comfortable with a clear distinction between managers and subordinates rather than with a blurring of decision-making responsibility.
Employees in countries that rank low on power distance (Sweden and Israel) are more likely to prefer a consultative, participative leadership style, and they
expect superiors to adhere to that style. Hofstadter, in fact, concludes that the participative management approaches recommended by many American re searcher can be counterproductive in certain cultures.
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