On analyse dans cet article les re ponses de 250 Russes sur les cinq dimensions culturelles d'Hofstede. Les scores sont ventile s par sous-groupes selon l'aà ge, l'expe rience professionnelle, le me tier, le nombre de subordonne s et la re gion. En moyenne, il apparaõà t que la culture russe du milieu des anne es 90 est mode re e en individualisme, masculinite et distance hie rarchique, et assez haute en paternalisme et controà le de l'incertitude. La jeune ge ne ration qui parvint aÁ l'adolescence lors de la perestroõÈ ka (autour de 1990) a les plus hauts scores en masculinite et les plus faibles en paternalisme. Les individus du monde des affaires pre sentent un plus fort controà le de l'incertitude que ceux du secteur universitaire.This article reports results of Hofstede's five cultural dimensions for 250 Russian respondents. Scores are reported for subgroups according to age, work experience, occupation, number of subordinates, and geographical region. On average, responses showed that Russian culture in the mid-1990s appeared to be moderate in individualism, masculinity, and power distance, and fairly high in paternalism and uncertainty avoidance. The younger generation that came of age during the perestroika of the late 1980s and early 1990s had the highest scores in masculinity and the lowest scores in paternalism. Individuals employed in business had higher uncertainty avoidance than people in the university sector.
This article describes the quality leadership style of a Russian woman entrepreneur who started a successful software operation under a licensing agreement with an American company. A cornerstone of her business philosophy was that quality should be its hallmark Her style reflected many similarities with American entrepreneurship, while other features were unique to the Russian environment, and to herself. Much of her approach can be explained by her bicultural Russian and American background; her leadership style, values, and behavior exhibited a blend of both cultures. These characteristics are analyzed using an integrative framework that recognizes the importance of a quality orientation in all aspects of leadership. The analysis of Olga Kirova's leadership style also takes into account bicultural influences upon her values, ethics, and managerial behavior, and notes a number of similarities and differences from the more traditional Russian leadership style. Conclusions and recommendations are presented about the utility of the framework in a Russian setting, and its value in evaluating leadership styles of potential Russian business partners.
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