Abstract
Although there is no substantial change on this side, that leaders achieve results through the others work, there are still differences in the way, how leader achieves this. Based on empirical data from Cross Cultural CEO project this paper aims to classify leaders of Estonian organizations. The empirical study involved interviews with CEOs of 63 companies and questionnaires completed by the CEOs and their subordinates. Two types of top managers were received: directive type and team player. Self‐organizing theory has been applied for interpreting results. Implications are developed for leadership development in countries in transition.
Highlights
Leadership is culturally contingent and the status and influence of leaders vary considerably as a result of cultural forces in the countries or regions in which the leaders function (House et al, 2004)
On the one hand the authors differentiate the leadership style based on authority, which combines the authoritarian and transactional styles and on the other hand, the transformational style or one close to it
The leadership styles defined in theory – authoritarian, transactional, transformational, servant and authentic – were reflected in the interviews with certain variations
Summary
Leadership is culturally contingent and the status and influence of leaders vary considerably as a result of cultural forces in the countries or regions in which the leaders function (House et al, 2004). During the last fifteen years Estonia has transformed from being an authoritarian, centralised, totalitarian socialist state, to a democratic country with a free market economy and different attitudes and values This is a process, in which a complex set of normative and operating principles, embodied in historical structures, systems and practices becomes replaced by another unknown set, providing its members with a very ambiguous and uncertain period (Clark & Soulsby, 1999: 18). Leadership in the East European transitional countries have been seen as more autocratic and less participative, less human and more status oriented and, at least partly, more formal (Alt et al, 2003) During this period of transformation actors, including top managers had to learn to deal with different institutional environment
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