Longitudinal Studies on Traits and Behaviors of Polish Managers

• Authors: Jerzy Mączyński , Łukasz Sułkowski , Michał Chmielecki , Agnieszka Zajączkowska
• Languages of publication: EN

Abstracts

EN

The main objective of our research was to compare followers evaluation of Polish middle managers in regard to their traits and behaviors, which are essential for leadership effectiveness, in the years of 2008/2009; 2010/2012; 2012 and during 1996/1997 under the GLOBE research project. As was unexpected, our research results indicate the Polish middle managers under our follow-up study scored significantly lower than their counterparts investigated under the GLOBE study in 1996/1997 on Performance Orientation, Team Orientation, Humane Orientation, Integrity, Visionary and Inspirational Leadership Dimensions, and significantly higher on Autocratic Leadership style. Our findings point to the conclusion that profound changes in political anc socioeconomic systems in Poland, have shown little effects so far on managerial values and subsequent attitudes and behaviors. We postulate that deep changes in peoples' mentality are needed to generate beneficial changes in the societal and organizational values and succeeding attitudes and behaviors.

Keywords

EN

middle managers; leadership effectiveness; behaviors

• Publisher: Sciendo
• Journal: Journal of Intercultural Management
• Year: 2013
• Volume: 5
• Issue: 1
• Pages: 5-17

Dates

published

2013-03-01

online

2014-04-25

Contributors

author

Jerzy Mączyński

• Społeczna Akademia Nauk w Łodzi

author

Łukasz Sułkowski

• Społeczna Akademia Nauk w Łodzi

author

Michał Chmielecki

• Społeczna Akademia Nauk w Łodzi

author

Agnieszka Zajączkowska

• Społeczna Akademia Nauk w Łodzi

References

• Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. CA: Sage, Beverly Hills.
• Hofstede, G. (1991). Cultures and organizations: Software of the mind. London: McGraw- Hill.
• Hofstede, G. (2000). Kultury i organizacje. Zaprogramowanie umysłu. Warszawa: Polskie Wydawnictwo Ekonomiczne.
• Hofstede, G., and Bond, M.H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), pp. 4-21.
• House, R.J., Hanges, P.I., & Ruiz-Quintanilla, S.A. (1997). GLOBE: The global leadership and organizational behavior effectiveness research program. Polish Psychological Bulletin, 28, pp. 215‑254.
• House, R.J., Hanges, P.J., & Ruiz-Quintanilla, S.A., Dorfman, P.W., Javidan, M.,Dickson M.W., Gupta, V., & 159 co-authors (1999). Cultural influences on leadership and organizations: Project GLOBE. [in:] W. Mobley, J. Gessner, & V. Arnold (eds.), Advances in global leadership., JAI Press, Stamford, pp. 171-233.
• House R.J., Wright, N.S., & Aditya, R.N. (1997). Cross-cultural research on organizational leadership: A critical analysis and proposed theory. [in:] P.C. Early & M. Erez (eds.), New perspectives in international organizational psychology. San Francisco, pp.535-625. New Lexington.
• House, R.J., et al. (2004). Culture, leadership, and organizations. The GLOBE study of 62 societies. Sage Publications, Thousand Oaks, London, New Delhi.
• Mączyński, J. (1998). Diagnosing decision participation. Warsaw: Polish Academy of Sciences Press.
• Mączyński, J. (2001). The cultural impact on the leadership style of Polish managers. [in:] Polish Journal of Applied Psychology, vol. 1(1), pp. 107-132.
• Mączyński, J. (2002). Cultural determinants of leadership style of Polish managers. [in:] G. Reber (eds.) Management in einer Welt der Globalisierung und Diverität. Schäffer- Poeschel Verlag, Stuttgart, pp. 195-216.
• Mączyński, J., Jago, A.G., Reber, G. & Böhnisch, W. (1994). Culture and leadership styles: A comparison of Polish, Austrian and US managers. Polish Psychological Bulletin, 25, pp. 305‑315.
• Mączyński, J., Łobodziński, A., Wyspiański, D., Kwiatkowski, P. (2010). Differences on organizational practices and preferred leader attributes between Polish managers investigated in 1996/1997 and 2008/2009. Polish Psychological Bulletin, vol. 41, pp. 127-132.
• Martan, L. (1993). The necessary change of human mentality. Organization and Management, 73, pp. 89-95.
• Mc Clleland, D.C. (1987). Human motivation. Cambridge, UK: Cambridge University Press.
• Peters, T.J., and Austin, N. (1985). A passion for excellence: The leadership difference. New York: Random House.
• Sułkowski, Ł. (2008). Empowerment methods in social projects managements. Intercultural Management Studies, pp. 241-246.
• Sułkowski, Ł. (2009). Universal sources of hierarchy and power from the perspective of neoevolutionism. Journal of Intercultural Management, vol. 1, No. 2, pp. 59-69.
• Szabo, et al. (1997). Autocratic polish versus participative Austrian leaders: More than a cliché? Polish Psychological Bulletin, vol. 28, No. 3, pp. 279-291.
• Thomas, M.A., Greenberger, D.B. (1985). The relationship between leadership and time orientation. Journal of Management Inquiry, 4, pp. 272-292.
• Tichy, N.M., and Devanna, M.A. (1986). The transformational leader. New York: John Wiley.
• Yukl, G. (1994). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.

Identifiers

DOI

10.2478/joim-2013-0001