Beyond participation? - Leadership ideals of future managers from Central and East European countries

Abstract

Main research interests: Leadership theories and cross cultural aspects of management and leadership, organisational change and transformation, managerial professions.

Poland, a workforce in transition: Exploring leadership styles and effectiveness of Polish vs. Western expatriate managers

“…Our findings suggest that Polish employees associate effective management with traits that are mostly characteristic of the Supportive Leadership style (for a related study see Lang et al 2013). Furthermore, they indicate that these traits are more often found in expatriate, rather than Polish, managers.…”

Critical Reflection on the Nature of Campus Female Students’ Aspiration for Leadership Positions

“…The socio-cultural attitudes and lack of acquisition of the necessary experience for taking part in public decision-making, over-burden of domestic responsibilities, continuation of the negative attitudes regarding women's ability to lead and govern, lack of role models of women leaders for young women and girls, and the like can be stated as limiting women participation in leadership (Lang, Szabo, Catana, Konecna & Skalova, 2013). Therefore, there is a complex web of influences, with individual value preferences being a particularly strong predictor of students' participative leadership expectations.…”

Current and future use of management tools

“…This reveals a lag of former transitional organizations behind those in most developed societies where all forces are targeted toward increasing customer satisfaction [49]. This allows us to conclude that organizations in transitional economies have not yet completely fi nished their reorganization processes in order to become more competitive [29], [30].…”

“…former transition organizations) clearly indicates the need for substantial organizational transformation in organizations in these economies [12], [29], [30], [37], [38]. This reveals a lag of former transitional organizations behind those in most developed societies where all forces are targeted toward increasing customer satisfaction [49].…”

“…central planned) economics systems where no concurrent pressures were present. This tradition has been staying in organizations since the transition process began [26], [29], [30].…”