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Leadership in transformational Estonia

机译：转型爱沙尼亚的领导

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Purpose – The purpose of this paper is to find out whether the leadership expectations in independent Estonia differ from leadership expectations in other East European countries (EEC) and from other neighbouring countries and also to investigate actual leadership perception in Estonia. Design/methodology/approach – To find answers to the research questions stated above, two leadership surveys were carried out in Estonia in 2001 and 2003. The research carried out in 2001 concentrated on actual leader behaviour and the next wave of research, carried out in 2003, was devoted to desirable leader behaviour. The methodology of the surveys was based on the cross-cultural Global Leadership and Organizational Behaviour Effectiveness (GLOBE) research program with its initial headquarters in the USA. The GLOBE research program is a world-wide, multi-phase and method project. Findings – The crucial thing in the Estonian working environment during the transformation period was team spirit and team reinforcement. Unless Estonians are usually considered to be lonely spirits, the team in the working environment is considered to be very important. As opposed to other EEC countries, Estonia is more like other European countries when considering team orientation. The comparison of actual leadership patterns and desired leadership in Estonia showed that Estonians expect their leaders to be charismatic – value-based, team-oriented and participative. The leaders are not expected to be humane, self-protective and autonomous – these styles are considered to inhibit outstanding leadership. Practical implications – Knowledge of current research about the Estonian leadership style can be used in the training of future leaders in colleges and universities. With Estonia being a new member of the European Union, lots of companies will open their subsidiaries in this region if they have not done so already and information about culturally endorsed leadership profiles can be used while selecting and training people who will work with representatives of other cultures. Originality/value – The leaders during the research period were considered to be charismatic – value-based and team-oriented, but not participative and too autonomous.
机译：目的–本文的目的是找出独立的爱沙尼亚的领导期望是否与其他东欧国家（EEC）和其他邻国的领导期望有所不同，并调查爱沙尼亚的实际领导观念。设计/方法/方法–为了找到上述研究问题的答案，爱沙尼亚于2001年和2003年进行了两次领导力调查。2001年进行的研究集中于领导者的实际行为和下一轮研究。 2003年，致力于领导力行为。调查的方法基于跨文化的全球领导力和组织行为有效性（GLOBE）研究计划，其最初的总部位于美国。 GLOBE研究计划是一个全球性的，多阶段且多方法的项目。发现–转型期间爱沙尼亚工作环境中的关键是团队合作精神和团队加强。除非通常将爱沙尼亚人视为孤独的人，否则在工作环境中的团队被认为非常重要。与其他EEC国家相对，爱沙尼亚在考虑团队定位时更像其他欧洲国家。对爱沙尼亚实际领导模式和期望领导能力的比较表明，爱沙尼亚人希望他们的领导者具有超凡魅力-基于价值，面向团队和参与性。领导者不应人性化，自我保护和自治-这些风格被认为会抑制出色的领导力。实际意义–当前有关爱沙尼亚领导风格研究的知识可用于培训大学未来的领导者。随着爱沙尼亚成为欧盟的新成员，许多公司将在该地区开设子公司（如果尚未这样做的话），并且在选择和培训与其他代表合作的人员时，可以使用有关文化认可的领导层概况的信息文化。独创性/价值–研究期间的领导者被认为具有超凡魅力-基于价值和团队意识，但不具有参与性和自主性。

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