期刊名称：Journal of Case Research in Business and Economics
印刷版ISSN：1941-3378
出版年度：2014
卷号：5
出版社：Academic and Business Research Institute
摘要：With the dissolution of East Germany and the Soviet Union, Eastern Europe moved from economies dominated by the state to privatization free from strict government regulation. It is generally agreed that foreign direct investment plays a vital role in the revitalization of Eastern Europe. Leaders in the region must find ways to draw, and keep, multinational companies. One of many difficulties such leaders face is a stark contrast in preferred leadership styles between themselves and the managers of the multinational companies they are trying to attract. One such difference in leadership style is that Eastern European leaders/followers prefer an autonomous leadership style, a style that most Western leaders view negatively (Dorfman, Hanges, & Brodbeck, 2004). As well, Westerners tend to have a high performance and future orientation; Eastern Europeans tend to rank low on these scales. Societal culture has a strong impact on leadership style which in turn influences organizational culture (Dorfman, 2004). People within these cultures get used to these schemas, not even realizing that there are other ways of perceiving their environment. The leaders within these cultures are no different; they take on personalities and leadership styles that reflect their culture. This case centers on the relationship between two such leaders, Eastern European and American. It highlights the painful differences in style that lead to business problems and dichotomous organizational cultures. It allows students to role play the case, illustrates the need for cross-cultural leadership training, and provides opportunity to discover how to reconcile innate differences in leadership.
关键词：cultural leadership; organizational culture; cultural leadership training
