ARTICLES

Interviews with Russian executives, interaction with Russian participants in various leadership development workshops, and a review of the literature dealing with Russian national character and Russian history provide the database for a number of propositions concerning the relationship between Russian national character, leadership style, and organizational practices. The focus of this study is the changing role of businessmen in Russia. Consideration is given to the transitions that have taken place in Russia and the prospects for change. Differences in mind-set between the younger and the older generation are examined.
A new human resource agenda is suggested to help Russian organizations become global players an agenda whereby management development takes on the role of catalyst to enhance a change of mind-set concerning leadership practices. A number of propositions are put forth to create more effective work behavior. Centralized decision-making needs to be curtailed; a culture of empowerment has to be created; autocratic leadership practices need to be replaced with authoritative practices; a greater sense of trust needs to be created in the workplace; accountability training needs to be introduced; feelings of learned helplessness need to be reduced; and an entrepreneurial spirit needs to be cultivated.
The prevalence of democratic centralism as a style of directing organizations is explored in the context of the desire for strong leadership. The argument is made that for Russian organizations to become more effective, this method of decision-making needs to be reframed into true participatory management.