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Shedding the legacy of the red executive: Leadership in Russian enterprises

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  • Puffer, Sheila M.

Abstract

The focus of this article is on the leadership characteristics of Russian managers in two time periods: the Red Executive during the communist regime, and the market-oriented manager of the 1990s. Six traits associated with successful American managers are used as a framework. The article concludes with observations on ways in which managers in post-communist countries might channel their behavior to shed the legacy of the Red Executive and facilitate the transition of their enterprises to a market-based economy.

Suggested Citation

  • Puffer, Sheila M., 1995. "Shedding the legacy of the red executive: Leadership in Russian enterprises," International Business Review, Elsevier, vol. 4(2), pages 157-176, June.
    • Handle: RePEc:eee:iburev:v:4:y:1995:i:2:p:157-176
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    References listed on IDEAS

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    1. Fred Luthans & Dianne H B Welsh & Stuart A Rosenkrantz, 1993. "What Do Russian Managers Really Do? An Observational Study with Comparisons to U.S. Managers," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(4), pages 741-761, December.
    2. Paul Gregory, 1991. "The impact of on the soviet planned economy: Results of a survey of Moscow economic officials," Europe-Asia Studies, Taylor & Francis Journals, vol. 43(5), pages 859-873.
    3. Kozlova, Tatiana & Puffer, Sheila, 1994. "Public and private business schools in Russia: Problems and prospects," European Management Journal, Elsevier, vol. 12(4), pages 462-468, December.
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    Cited by:

    1. Puffer, Sheila M., 1997. "Soviet and American managers' reward allocations: A dependency approach," International Business Review, Elsevier, vol. 6(5), pages 453-476, October.

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