A CROSS‐NATIONAL STUDY OF LEADERSHIP: PARTICIPATION AS A FUNCTION OF PROBLEM STRUCTURE AND LEADER POWER
研究了澳大利亚、非洲、巴布亚新几内亚和太平洋岛国管理者在任务结构和权力不同组合下的参与式领导行为，发现低结构低权力时参与度更高，且该效应主要受管理教育而非文化影响。
ABSTRACT This study explores the effects of task structure and leader power on participative leadership across Australian, African, Papua‐New Guinea and Pacific Island managers. Managers in all national groups are more participative in situations of low structure and low power than for high structure and high power, respectively. Participation in situations of low structure and low power declines in the order: Australia, Africa, Papua‐New Guinea, Pacific Islands. It is argued that this effect is an instrumental effect of managerial education, rather than being culturally determined. the Vroom‐Yetton leadership methodology is used to measure participation levels. Subjects are a total of 150 middle‐level managers attending management education courses.