Contents |
Authors:
Michael Linville, ORCID: https://orcid.org/0000-0001-8820-2288 Ed.D., Associate Professor, Indiana Wesleyan University, Marion, Indiana, U.S. Artem Kliuchnikov, ORCID: https://orcid.org/0000-0003-3989-6142 PhD, Director, Analytical Center for Leadership Research and Development, Kyiv, Ukraine
Pages: 17-31
Language: English
DOI: https://doi.org/10.21272/bel.5(4).17-31.2021
Received: 27.10.2021
Accepted: 28.11.2021
Published: 30.12.2021
Download: |
Views: |
Downloads: |
|
|
|
Abstract
The practice of leadership dates to humankind’s earliest history. However, the study of leadership is a much more recent phenomenon. Leadership is understood and practiced differently from culture to culture, though much academic research has been rooted in Western thought. Leadership exists in every facet of our lives because the societies around us significantly shape our very existence. Groups of people exist because, for most tasks and functions, groups can outcompete individuals. The very nature of groups is that they function best with one or more who serve as leaders while others serve as followers. As a result, the study of leadership facilitates a better understanding of the interpersonal dynamics between leaders and followers. In its simplest form, leadership may be understood as one individual influencing another, especially to work together to accomplish some common goal. The Analytical Center for Leadership Research and Development (ACLRD) has devoted the past several years to studying leadership theory and practice in Ukraine. This white paper summarizes that research, its purpose, methodology, and findings in providing the reader with analysis and insights into how leadership in Ukraine is perceived and practiced. In addition, this white paper proposes specific recommendations and the implementation of a research-based ACLRD Leader Model distinctly unique to Ukrainian culture and practices. Ultimately, this paper serves as a call for changes in the practice of leadership that hold great potential for benefiting Ukrainian organizations of all kinds as well as society at large.
Keywords: Leader, Leadership, Character, Virtues, Responsibility, Vision, Purpose, Empathy.
JEL Classification: M12, M14.
Cite as: Linville, M., Kliuchnikov, A. (2021). A Model for Understanding and Changing the Practice of Leadership in Ukraine. Business Ethics and Leadership, 5(4), 17-31. https://doi.org/10.21272/bel.5(4).17-31.2021
This work is licensed under a Creative Commons Attribution 4.0 International License
References
- 50 експертів оцінили роботу президента Порошенка за 12-бальною системою [50 ekspertiv otsinyly robotu prezydenta Poroshenka za 12-balʹnoyu systemoyu] (July 20, 2018). Available at: [Link]
- Aristotle (1981). The politics (Rev. ed., T. A. Sinclair, Trans., T. J. Saunders, Rev and re-presented), page 88. Penguin. Available at: [Link]
- Aurelius, M., & Gill, C. (2013). Meditations. Oxford University Press. 221 p. [Google Scholar]
- Bennis, W. (1989). On becoming a leader. Addison-Wesley. 266 p. Available at: [Link]
- Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper & Row. 244 p. [Google Scholar]
- Booth, D., & Hachiya, M. (2004). The Arts Go to School. Pembroke Publishers. 160 p. [Google Scholar]
- Brooks, D. (2012). The social animal: The hidden sources of love, character, and achievement. Random House. 424 p. Available at: [Link]
- Cheng, B., Chou, L., Wu, T., Huang, M., Farh, J. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89-117. [Google Scholar] [CrossRef]
- Covey, S.R. (2004). The 7 habits of highly effective people: Restoring the character ethic (Rev. ed.). Free Press. 372 p. [Google Scholar]
- Drucker, P. (1973). Management: Tasks, responsibilities, practices, 32-33. Harper. [Google Scholar]
- Dubnick, M.J. (2003). Accountability and ethics: Reconsidering the relationships. International Journal of Organizational Theory and Behavior, 6(3), 405-441. [Google Scholar] [CrossRef]
- Ekpe, E.O., Eneh, S.I., & Inyang, B.J. (2015). Leveraging organizational performance through effective mission statement. International Business Research, 8(9), 135. [Google Scholar] [CrossRef]
- Ember, C., & Ember, M. (2014). Cultural anthropology. Pearson Publishing. Available at: [Link]
- Fairhurst, G.T., & Grant, D. (2010). The social construction of leadership: A sailing guide. Management Communication Quarterly, 24(2), 171-210. [Google Scholar] [CrossRef]
- Farh, J.L., Cheng, B.S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In Li, J. T., Tsui, A. S., Weldon, E. (Eds.), Management and organizations in the Chinese context (pp. 84-127). Macmillan. [Google Scholar] [CrossRef]
- Fey, C.F., Adeava, M. & Vitkovskaia, A. (2001). Developing a model of leadership styles: What works best in Russia? Working Paper #00-103R1. Stockholm School of Economics in St. Petersburg. Available at: [Link]
- Fu, Z. (1994). Autocratic tradition and Chinese politics. Cambridge University Press. 401 p. [Google Scholar]
- Gardberg, N.A. (2006). Reputatie, Reputation, Réputation, Reputazione, Ruf: A cross-cultural qualitative analysis of construct and instrument equivalence. Corporate Reputation Review, 9(1), 39-61. [Google Scholar] [CrossRef]
- Goodburn, M. (2015, January 24). What is the life expectancy of your company? [Online forum post]. Available at: [Link]
- Hofstede, G.H. (2001). Culture’s consequences: comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Sage Publications. 616 p. [Google Scholar]
- Holt, S., Bjorklund, R., & Green, V. (2009). Leadership and culture: Examining the relationship between cultural background and leadership perceptions. Journal of Global Business Issues, 3(2), 149-164. [Google Scholar]
- House, R.J., Dorfman, P.W., Javidan, M., Hanges, P.J., & de Luque, M.S. (2014). Strategic leadership across cultures: GLOBE study of CEO leadership behavior and effectiveness in 24 countries. Sage Publications Inc. 464 p. [Google Scholar]
- Jhangiani, R., & Tarry, H. (2015). Principles of social psychology. University of Minnesota Libraries Publishing. [Google Scholar]
- Jones, A., Deshmukh, A., Kumara, S., & Li, M. (2008). Engineering Complex, Information-Based, Networked Industrial Systems: A Research Roadmap. Journal of Computing and Information Science in Engineering, 8, 011005. [Google Scholar] [CrossRef]
- Kets de Vries, M.F.R. (2000). A Journey into the “Wild East”: Leadership style and organizational practices in Russia. Organizational Dynamics, 28(4), 67-81. [Google Scholar] [CrossRef]
- Kim, U., Yang, G., & Huang, G. (2006). Indigenous and cultural psychology: Understanding people in context. Springer. 518 p. [Google Scholar]
- Kliuchnikov, A. (2014). A cross-cultural study of effective leadership attributes in Ukraine and Russia[Doctoral Dissertation, Regent University, Virginia Beach]. ProQuest Dissertations & Theses A&I. [Google Scholar]
- Kouzes, J., & Posner, B. (2002). The leadership challenge (3rd Ed.). Jossey-Bass. 496 p. [Google Scholar]
- Kouzes, J.M. & Posner, B.Z. (2008). The leadership challenge (4th ed.). Jossey-Bass. Available at: [Link]
- Lipman-Blumen, J. (2006). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians − and how we can survive them. Oxford University Press. 303 p. [Google Scholar]
- Lord, R.G., Brown, D.J., Harvey, J.L., & Hall, R.J. (2001). Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311-338. [Google Scholar] [CrossRef]
- McCarthy, D.J., Puffer, S.M., & Darda, S.V. (2010). Convergence in entrepreneurial leadership style: Evidence from Russia. California Management Review, 52(4), 48-72. [Google Scholar] [CrossRef]
- McGregor, D. (1960). The human side of enterprise. McGraw-Hill. Available at: [Link]
- Miller, T. (1993). The duality of human nature. Politics and the Life Sciences, 12(2), 221-241. [Google Scholar] [CrossRef]
- Northouse, P.G. (2013). Leadership: Theory and practice(6th ed.). Sage Publications. Available at: [Link]
- Offermann, L.R., & Coats, M.R. (2018). Implicit theories of leadership: Stability and change over two decades. The Leadership Quarterly, 29(4), 513-522. [Google Scholar] [CrossRef]
- Our Thinking. (2020). Available at: [Link]
- Ozoliņš, J.T. (2017). Creating the civil society East and West: Relationality, responsibility and the education of the humane person. Educational Philosophy and Theory, 49(4), 362-378. [Google Scholar] [CrossRef]
- Sarros, J.C., Cooper, B.K., & Hartican, A. M. (2006). Leadership and character. Leadership & Organization Development Journal, 27(8), 682-699. [Google Scholar] [CrossRef]
- Schwartz, B., & Sharpe, K. E. (2006). Practical wisdom: Aristotle meets positive psychology. Journal of Happiness Studies, 7, 377-395. [Google Scholar] [CrossRef]
- Stallworth Williams, L. (2008). The mission statement: A corporate reporting tool with a past, present, and future. Journal of Business Communication, 45(2), 94-119. [Google Scholar] [CrossRef]
- Sutton, R.I. (2010). True leaders are also managers. Harvard Business Review. Available at: [Link]
- Tjeltveit, A.C. (2003). Implicit virtues, divergent goods, multiple communities: Explicitly addressing virtues in the behavioral sciences. American Behavioral Scientist, 47(4), 395-414. [Google Scholar] [CrossRef]
- Ünler, E., & Kılıç, B. (2019). Paternalistic leadership and employee organizational attitudes: The role of positive/negative affectivity. SAGE Open, 9(3). [Google Scholar] [CrossRef]
- Warrell, M. (2013). You lead by virtue of who you are. Available at: [Link]
- Wood, W.J. (1998). Epistemology: Becoming intellectually virtuous. IV Press. 216 p. Available at: [Link]
- Devjat prychyn chomu prograv Poroshenko i shho robyty dali (n.d.). (2020). Available at: [Link]
|