<abstract xml:lang="en" xmlns="http://www.w3.org/1999/xhtml"><p>The article contributes to the body of knowledge about the perceptions of future managers (i.e. business and engineering students) in both Slovenia and a cluster of Central European (CE) countries regarding actual cultural practices in their social environments, the value systems they possess and their attitudes to leadership styles. The main question addressed is whether future Slovenian managers are good representatives of the average future manager from CE (transitional) countries as far as their value system and attitudes to individual leadership styles are concerned.</p><p>The research results confirm that the Slovenian (potential) future managers perceive actual cultural practices in their environment rather differently from their counterparts from the cluster of CE countries. Two decades of transition from socialist/communist socio-economic systems were apparently not long enough periods to achieve a higher level of harmonisation of existing cultures. The relevant value systems held by the Slovenian (potential) future managers and the CE cluster's future managers still differ significantly. The Slovenian future managers have (statistically) significantly different attitudes to individual leadership styles than their counterparts in the CE countries' cluster. The smallest differences in perceptions between the two stated groups of (potential) future managers exist regarding their views on what are the most important traits and skills of managers.</p></abstract>

The article contributes to the body of knowledge about the perceptions of future managers (i.e. business and engineering students) in both Slovenia and a cluster of Central European (CE) countries regarding actual cultural practices in their social environments, the value systems they possess and their attitudes to leadership styles. The main question addressed is whether future Slovenian managers are good representatives of the average future manager from CE (transitional) countries as far as their value system and attitudes to individual leadership styles are concerned.The research results confirm that the Slovenian (potential) future managers perceive actual cultural practices in their environment rather differently from their counterparts from the cluster of CE countries. Two decades of transition from socialist/communist socio-economic systems were apparently not long enough periods to achieve a higher level of harmonisation of existing cultures. The relevant value systems held by the Slovenian (potential) future managers and the CE cluster's future managers still differ significantly. The Slovenian future managers have (statistically) significantly different attitudes to individual leadership styles than their counterparts in the CE countries' cluster. The smallest differences in perceptions between the two stated groups of (potential) future managers exist regarding their views on what are the most important traits and skills of managers.

Cultural Dimensions and Leadership Styles Perceived by Future Managers: Differences between Slovenia and a Cluster of Central European Countries

Faculty of Economics, University of Ljubljana, Kardeljeva ploščad 17, 1000 Ljubljana

Organizacija

The article contributes to the body of knowledge about the perceptions of future managers (i.e. business and engineering students) in both Slovenia and a...

Cultural Dimensions and Leadership Styles Perceived by Future Managers: Differences between Slovenia and a Cluster of Central European Countries

Publié en ligne: 08 sept. 2011

Pages: 89 - 99

DOI: https://doi.org/10.2478/v10051-011-0009-6

Mots clés
culture, value system, leadership style, Slovenia, Central European (transitional) countries

This content is open access.

Cultural Dimensions and Leadership Styles Perceived by Future Managers: Differences between Slovenia and a Cluster of Central European Countries

Publié en ligne: 08 sept. 2011

Pages: 89 - 99

DOI: https://doi.org/10.2478/v10051-011-0009-6

Mots clésculture, value system, leadership style, Slovenia, Central European (transitional) countries

This content is open access.

Mots clés
culture, value system, leadership style, Slovenia, Central European (transitional) countries