Leadership and Social Competence in the Declining Years of Communism

Abstract

Both the skills and the attitudes of Estonian leaders have been shaped by 50 years of collectivization under Soviet communism. Autocratic leadership is the norm, stemming from rigidity of attitudes in the older leaders and insecurity and inexperience in the younger leaders. A program of leadership and social competence training is presented through a series of case examples and role-play exercises. Although most of the cases and exercises deal with the problems of managing collective farms, the problems that they present are widespread. Implications are discussed for the future of Estonian agriculture and business.

Support for safety in the fire service: a test of reciprocal causality for safety motivation

“…Secondly, our study only focused on the positive factors on employee safety motivation (POS, supervisor support and co-worker support). It is interesting to see if the outcome will be different if future research could explore the negative traits of managers, supervisors, and co-workers, such as autocratic leadership 68 ) , abusive supervision 69 , 70 ) or co-worker antagonism 10 ) using the same research model.…”

Innovation Systems in Small Catching-Up Economies

“…In the Soviet Union, managers followed certain behavior patterns (Klesment 2009 ;Liuhto 1999 ;Krips 1992 ) . Managers from the command economy are characterized by Krips ( 1992 ) in his article "Leadership and Social Competence in the Declining Years of Communism."…”

“…Managers from the command economy are characterized by Krips ( 1992 ) in his article "Leadership and Social Competence in the Declining Years of Communism." Krips ( 1992 ) examined this issue and could identify ten major problems that were facing Soviet Estonian managers.…”

“…Managers from the command economy are characterized by Krips ( 1992 ) in his article "Leadership and Social Competence in the Declining Years of Communism." Krips ( 1992 ) examined this issue and could identify ten major problems that were facing Soviet Estonian managers. He gave several examples of behavior, including cases where managers avoided responsibility as much as possible, treated their subordinates as children and ordered them around, did not tolerate initiative-taking, sheltered important information, and did not consider the opinions of subordinates.…”