Achieving styles of Bulgarian managers and politicians: a longitudinal perspective

Gotcheva, Nadezhda; Miettinen, Asko

doi:10.1080/13678860801932956

Cited by 3 publications

(1 citation statement)

References 19 publications

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“…But in some organizations, subordinates may have no choice but to follow the manager to whom they have been assigned. Gotcheva and Miettinen (2008) demonstrated a similar approach to management and leadership by inferring that politicians in Bulgaria, as leaders, are usually the spearhead of change and that a number of strategies may exist to help these change agents convince others to work toward specific objectives set by those in charge. Confusion around managers/leaders has led to a merger of the two constructs within the field.…”

Section: Finding 1: Leadership Is Profitablementioning

confidence: 99%

Identity Matters

Collins

2012

Human Resource Development Review

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Conversations about leadership that primarily consider dominant identity groups (e.g., White people, heterosexuals, men, the able-bodied, etc.) may be less productive than those that think about leadership from the perspective of the diverse groups of people that make up our workforces. HRD's history is gendered and has demonstrated reluctance to discuss topics critically oriented toward individuals with minority-status identities. Presently lesbian, gay, and bisexual (LGB) identity has not been addressed in the HRD leadership literature. Utilizing prior HRD leadership literature synthesized via an integrative literature review method, a popular ally development model, and six strategies for being critical in HRD, the purpose of this article is to synthesize an LGB-inclusive definition of leadership in HRD.

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Section: Finding 1: Leadership Is Profitablementioning

confidence: 99%

Identity Matters

Collins

2012

Human Resource Development Review

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Understanding Global Leadership in Eastern and Central Europe: The Impacts of Culture and Intercultural Competence

Cartwright¹

2020

Understanding National Culture and Ethics in Organizations

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La relativité des pratiques d'analyse et de prise d'une décision risquée en question : les cas des banques françaises implantées en Bulgarie

Raytcheva¹,

Saïd²

2013

Management &Amp; Avenir

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Ce papier se propose de comparer les modes d’analyse et de prise d’une décision risquée dans le cadre d’octroi de crédit de deux banques françaises et leurs filiales bulgares. Nos résultats confirment l’hypothèse de « cross-vergence » internationale des modes d’octroi de crédit. Si certaines pratiques occidentales managériales et de traitement du risque semblent aisément transférables d’un pays à un autre, il s’avère que des différences socioculturelles subsistent et impactent le comportement des acteurs locaux. Il ressort ainsi de notre recherche que les différences de pratiques entre le pays d’origine et le pays d’implantation peuvent s’expliquer tant par des différences en termes de développement de l’environnement institutionnel et économique, que par les valeurs individuelles face au risque propres aux employés des filiales bulgares.

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Achieving styles of Bulgarian managers and politicians: a longitudinal perspective

Cited by 3 publications

References 19 publications

Identity Matters

Identity Matters

Understanding Global Leadership in Eastern and Central Europe: The Impacts of Culture and Intercultural Competence

La relativité des pratiques d'analyse et de prise d'une décision risquée en question : les cas des banques françaises implantées en Bulgarie

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