Abstract
AbstractThis survey‐based study used the theoretical framework of full‐range leadership developed by Bass and Avolio, the cultural value framework of Hofstede, and two additional cultural value dimensions—fatalism and paternalism—to compare leadership styles and work‐related cultural values of more than 2,900 managers and employees in nine manufacturing firms in Russia, Georgia, Kazakhstan, and Kyrgystan. Significant differences among the four countries existed on several dimensions of cultural value and leadership style, as well as in cultural values between managers and nonmanagerial employees. This is one of the first studies to address cultural value dimensions in Georgia, Kazakhstan, and the Kyrgyz Republic; the author draws inferences about the relationship between culture and leadership and discusses implications of this relationship for HRD practices in the former USSR. The author presents implications for Western HRD practitioners working with managers and employees from the former USSR.
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