Abstract The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers (CEOs) from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan (with the exception of Russian CEOs and Polish middle managers) were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors (constituents of charismatic leadership), team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ (TMTs) dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries.

Abstract 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.

This study compares Polish managers’ perceptions of their organizational culture and their beliefs concerning attributes necessary for leadership effectiveness, investigated in 1996/1997 and 2010//2011. As was unexpected, our results show that Polish managers of 2010/2011 score significantly higher than managers of 1996/1997 on Power Distance, Autocratic Orientation and slightly lower on Performance Orientation, Team Orientation, Humane Orientation, Decisiveness, Integrity, CharismaticlVisionary Leadership Dimension and Charismatic/Inspirational Leadership Dimension. Our findings suggest that more autocratic orientation in Polish organizations is still necessary in order to survive and be effective during the current turbulent and highly uncertain economic and business conditions. Our findings are also consistent with regard to leadership attributes of Performance Orientation, Team Orientation, Decisiveness, Humane Orientation, Integrity, Visionary and Charismatic/Inspirational, which are somewhat less strongly associated with leadership effectiveness by Polish middle managers investigated in 2010/2011 in comparison with their counterparts studied in 1996/1997. Jerzy Mączyński, Dariusz Wyspiański

Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Investigated in 1996/1997 and 2008/2009 This study compares Polish managers' perceptions of their organizational culture and their beliefs concerning attributes necessary for leadership effectiveness, investigated in 1996/1997 and 2008/2009. As was unexpected, our results show that Polish managers of 2008/2009 score significantly higher than managers of 1996/1997 on Power Distance, Individualism, Masculinity and slightly lower on Future Orientation and Humane Orientation. Our findings suggest that more individualistic orientation in Polish organizations is still necessary in order to survive and be effective during the current turbulent and highly uncertain economic and business conditions. Relatively higher scores on Power Distance on the part of Polish managers being studied in the years 2008/2009 are also in line with findings concerned with attributes necessary for leadership effectiveness. Mean comparisons on beliefs concerning attributes necessary for leadership effectiveness show that Polish managers of 2008/2009 in comparison with their counterparts studied in 1996/1997 scored higher on Autocratic Orientation, Risk Avoidance, Isolationistic Orientation and Individualistic Orientation. Our findings are also consistent with regard to leadership attributes of Performance Orientation, Team Orientation, Decisiveness, Diplomatic, Humane Orientation, Integrity, Visionary and Charismatic/Inspirational, which are somewhat less strongly associated with leadership effectiveness by Polish middle managers investigated in 2008/2009 in comparison with their counterparts studied in 1996/1997.

This paper presents a comparison between Polish managers tested in 1996/1997 and 2008/2009 on their perceptions of organizational culture and their beliefs concerning attributes necessary for leadership effectiveness. As was unexpected, our results show that the Polish managers of 2009 score significantly higher than managers of 1996/1997 on Power Distance, Individualism, Gender Differentiation and significantly lower on Future Orientation and Humane Orientation. Our findings suggest that the more individualistic orientation in Polish organizations is still necessary in order to survive and be effective during the present turbulent and highly uncertain economic and business conditions. In addition, Polish managers of 2008/2009 under current conditions are not prone to be especially considerate toward subordinates. Relatively higher scores on Power Distance and lower scores on Humane Orientation on the part of managers being studied in the year of 2008/2009 are also in line with findings concerned with attributes necessary for leadership effectiveness. Mean comparisons on beliefs concerning attributes necessary for leadership effectiveness show that Polish managers of 2008/2009 believe more strongly than do Polish managers of 1996/1997 that an autocratic style, diplomacy, risk avoidance and administrative skills are more strongly associated with leadership effectiveness. As mentioned earlier, managers of 2008/2009, in comparison with managers of 1996/1997, also describe their organizational cultures as higher on Power Distance, Individualism, and lower on Future and Humane Orientations. Differences on Organizational Practices...

This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle-level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross-cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross-cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross-cultural management, both in European and non-European settings, are discussed.

Analyses are conducted to identify leadership style differences between two samples of Polish managers. The earlier Polish data (gathered in 1988) were compared with the latest Polish data (collected in 1992/1994). Essentially, there are no compelling differences between the earlier Polish data and the latest Polish data. There is, however, a sex difference when all the Polish data are combined. Female managers are more participative than male managers. Also of some interest, Polish managers differ by the type of organisation to which they belong. It has been found that Polish government employeees are the most autocratic - a result exactly opposite to that discovered in the United States. In addition, data were presented concerning the effects of decision-participation training among Polish managers. The data clearly indicated that as a result of decision-participation training, the tendency to use the autocratic leadership style (AI, All) decreased substantially and, at the same time, the willingness to include subordinates in the decision-making process increased; this was expressed in the tendency to use the participative decision styles (CII, GII) more frequently. The results of my research suggest that effective management is a skill possible to be acquired and that it can be learned through instruction by the use of the Vroom/Yetton (1973) and the Vroom/Jago (1988) models of decision-participation.