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Serbian Serbian Journal of Management 1 (2) (2006) 87 - 93 Journal of Management www.sjm.tf.bor.ac.yu BALKANIC TYPE OFLEADERSHIPAND ITS CHARACTERISTICS @. @ivkovi}*, I. Mihajlovi} and S. Prvulovi} University in Belgrade, Technical faculty at Bor, VJ 12, 19210 Bor, Serbia (Received 5 September 2006; accepted 20 October 2006) Abstract In the Balkan Peninsula region post communistic countries are in the period of transition on their way to EU integrations. This process is long and with many problems comprehended. In these conditions specific type of leadership is developed. The authors of this paper refer to the leaders of this type by naming them: "Balkanic type of leaders-Balkanians", with their particular characteristics. Having in mind wide market region, where almost 100 millions of customers live, this type of leadership cold have its global importance. Especially important is the fact that the elements of this type of leadership will remain in this region for a very long time. Keywords: Leadership, Characteristics, Balkanic type of leader, Balkan. 1. INTRODUCTION of modern management and provide results to the organizations he leads [3]. Leadership is the phenomenon which Numerous investigations indicate the fact begins to be seriously investigated in the first that organizations are even more half of 20th century in the studies conducted approaching to the organizational leadership by K.Lewin and R. Lippitt [1] and later R. development as their comparative advances. Kohn and D. Katz [2]. By the end of Mc Call et al [4] considered that team work twentieth and beginning of twenty first is the base for developing the leader qualities century this phenomena attract number of and improving business performances, investigators because of the fact that leader which are often regarded as team knows how to lead people, knows many arts performances [5]. * Corresponding author: zzivkovic@tf.bor.ac.yu 88 @.@ivkovi} / SJM 1 (2) (2006) 87 - 93 Modern business results are often 2. BALKAN CONCEPT considered as learning new management skills and team work, impelling has Balkan Peninsula is in Southeast Europe synergetic effect on the results of creative and during past years, the countries of this work according to Kim et al [6]. region all had storming history. For the Authors of [5] debated on individual period of 500 years most of this region was differences and organized forms of under Turkish occupation and small part was leadership process where complexity of under protectorate of Austro-Hungarian leadership process, as the result of individual monarchy (e.g. Croatia). Wars for liberation differences of people involved, was clearly were long and continued during nineteenth indicated. century, resulting with destructive changes Studying behavior and operational mode on every 40 years average, which led to slow of the leader some prototypes were defined: development of the region. charismatic, authentic, transformational Serbia presents a curiosity which (transitional), unconventional, participate all the wars and, as a rule, had transformational-transactional and other [5]. strongest opponent: during nineteenth Mumford [7] specially studied development century Turkey; Beginning of 20th century of creativity dependent on the process of idea Austro-Hungarian monarchy; 1941-1945 evolution until implementation, where Germany and in 1998 NATO alliance. leadership process has special importance. Customary, all defeats in those wars local Leadership process complexity, which is politicians declared victories. result of every man complexity and his It is not perchance that this region was interaction with the environment, determine named Balkan, according to good of war in many of leaders subtypes characteristic for Hellenic mythology. In modern English, certain specific parts of the world. word Balkan means: "Partition of larger In this paper an attempt is made to territory on small regions, with resulting indicate one typical region in Southeast regions staying in antagonistic relations Europe - Balkan region (Romania, Bulgaria, during the long period of time". Albania, Serbia, Montenegro, Bosnia and In the period after world war two (after Croatia) ,which presents the market with 1945), SSSR had strong influence on Balkan approximately 100 millions of customers, countries resulting with dictatorial and new type of leaders which appeared communist regimes: Romania (H. during the last ten years, after beginning of Chausesky), Bulgaria (T. Zivkov), Albania transitions resulting from overthrowing (E. Hodza), Former Yugoslavia (J.Broz). In communist autocratic regimes in this region. those mono partial communist regimes there The authors of this paper believe that it is were no changes allowed. Centralistic appropriate to name this type of leaders management of public economy, according "Balkanic type of leader", according to the to determined rules in the conditions of region where it was developed during the closed market, developed class of managers, years. recruited from the communist party staff, and trained for this system of managing. Many performances of those managers were positive because they had been trained and @.@ivkovi} / SJM 1 (2) (2006) 87 - 93 89 closely controlled by the party agencies. collapse of public companies and institutions After the fall of the Berlin wall (1989), with "democratic" managers who obtained unification of Germany and collapse of leaders positions having atypical behavior SSSR, democratic changes started in all and, as a rule, bad business results in the Southeast Europe countries including companies they manage. countries of Balkan region. Unfortunately, Having in mind very similar behavior of disintegration of former Yugoslavia wasn't this "new wave" leaders of Balkan region, peaceful. It began with merciless war among which are specific compared to modern recent neighbors and finished after NATO definition of leaders prototypes, authors of bombing of Serbia. this paper named this category "Balkanic In the Balkan countries today, after multi type of leader" not only after region in which partial political system is formed (around ten they act but with consideration of the habits parties participate in government and on typical for this part of the world and essential political scene averagely twenty parties are meaning of the word Balkan. active) during period of transition, public The authors of this paper have proposed property remained and all the managers were seven hypotheses, which they will try to replaced since executive position are now prove as the seven characteristic features of occupied by members of ascendant political Balkanic type of leaders. parties which become prominent in the actions of communist regimes overthrowing Hypothesis 1: Desire for total power. (dominant criteria). Considering that in their past (most of them Main attributes of new managers in older then 50 years) they couldn't reach any Balkan countries, which are in transition managerial position, since the selection was process with their main goal to become rigorous during communist party regime, members of EU (all except Slovenia, which presently fulfilled wish should speed up is the member of EU) are following: accomplishing all new wishes. They don't 1) Those are the people with their low have time to be managers, momentarily level of knowledge, competences and skills, impose their leadership position since desire which during communist regimes couldn't for ascendancy and subordination of others is become managers on any position. the fluid characteristic for all of them. They 2) They didn't have any training or want absolute power, and this desire is rather education for any form of management, big since, for them, it brings even more especially not for working in market satisfaction then sex. Most of the managers economy condition and the free market. (more then 98% in Balkan region are male) 3) Those people are mostly older then are experiencing total power, same as in 50 years (some over 60) with limited psycho sexual intercourse when female completely physical capacity. gives her self and male (if he is a potent) in those moments is experiencing absolutely domination. 3. BALKANIC TYPE OFLEADER At the same time they want to take all that the remaining of their life can offer. Desiring In the transition process in all Balkan more power, Balkanic type of leader, as a countries same phenomena appears, fast rule, has more then one lover also proving in 90 @.@ivkovi} / SJM 1 (2) (2006) 87 - 93 this manner his absolute power. Moreover, disgruntled, official business results don't Balkanic type of leader doesn't retain concern them. Stealing from company employees who bring him the bad news, only (without any consequences since laws in the those who flatter him are eligible. In his Balkan region are rarely appreciated) they essence, Balkanic type of leader is narcisoid insure their future without questioning the type who wishes admiration of all future of the company which they leave subordinates concerning his: irresistible when retire. Principle "after me doomsday" look, ingenious ideas and amazing business is often crucial in substance of their results. Subordinates who accept yes-man consideration. role are well positioned; however it is often for very short time since problems in the Hypothesis 3: Doesn't want new company quickly become visible. In the knowledge context of developed characteristics, in this In the past periods of time, in Balkan case, leader isn't the owner since assets of the countries, there weren't practice of company are public (everyone's, hence continuous education, and new managers nobody's) meaning that functioning of with obscure knowledge obtained in school Balkanic type of leader is only possible in aren't ready to gain new skills. Most of them those conditions. were bad students so in conscience they share resistance to any form of education. At Hypothesis 2: The principle: "to be the same time, they believe they know therefore I am" is fundamental trigger everything so it is impossible for them to Concerning that overall power of learn anything new. Self education is also Balkanic leader is de facto presenting his impossible since they don't have capacity for positional power, it is rare that it could be this kind of effort. improved by his personal power (knowledge, Z. Zivkovic et al. [8] pointed up that over charisma, skills, ….. ). Autocratic style of 800 top managers in Serbia were recruited administration is therefore dominant. from the "bad student" squad, with average Balkanic leaders do not tolerate criticism, degree under 8 (marks in rang 6-10) and dealing with critics brutally whenever they average time spent on studies 8-10 years can. They usually brake institutional law in (optimal period is 4 years). For their daily practice, when warn, they publicly state associates they chose even worst students they didn't know. When criticism become with average under 7 and around same serious, Balkanic leader is ready to shrug or period of time spent in school. They chose even crouch a little saying: "tolerate me little harmless associates which can not put them more until the end of my mandate", and then in danger. continue as usual. Often he state: "My company - it is me", at the same time having Hypothesis 4: Keeping monopoly on the none proprietary share in the company. informations It's a paradox that this kind of practice Information concerning work indicators subsists, since employees don't sue to avoid and company relations with environment are scandal in public with company name directed to top manager. Most of those mentioned. Balkanic type of leader knows informations he hides from employees and that and doesn't care if employees are accordingly increases his power in company.
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