Search results

The systematic study of workplace behaviour in the Dominican Republic is in its infancy. Much has been studied about leadership in the political arena, but little about leadership at work. This article discusses the findings of a small-scale survey of five work organisations in the Dominican Republic regarding a series of organisational-behaviour dimensions, such as managerial styles in decision making, followership types, power bases at work, delegation of authority and beliefs about authority at work. Data from this study show that some indicators of authoritarian behaviour identified in the context of the country's political culture seem to be reflected in manager-subordinate relations at work. Implications for management development and training are discussed.