PEOPLE.IDEAS.PERFORMANCE

83 5RPDQLDQ 0DQDJHUV :HVWHUQ 0DQDJHUV (WKLFDO 8QHWKLFDO (WKLFDO ● Competition between firms ● Maximizing the profit of the firm ● High differences of salary betweenemployees ● Dismissals ● Speculating in shortage periods or on the variations of theexchange or inflation rate ● Denou ncing colleagues’ activities to superiors ●Borrowing the company’s resources for a personal use ● Favoritism or patronage Conflict of interest regarding a project ● Breaking the law or regulations ● Using the back market ● Playing on ambiguity when situation unfavorable ● Intentional postponement on payment of financial obligations ● Offering small favors to an official or a business partner with huge financial methods 8QHWKLFDO ●Not respecting contract liabilities or a person’s word ● Laziness or unproductive behavior Misleading advertising ● False representation ● Commercializing counterfeit products Fiscal fraud ● Tax evasion ● Using force to threaten a competitor or a business partner While this research was conducted in the late 1990s, some of the findings remain relevant and might be useful to American or Romanian leaders engaged in improving the culture of their Romanian organizations. In interpreting the cross-cultural results of this study, the significant impact of the sustained educational effort made by business schools across post-Communist Romania in educating modern types of managers and leaders must be 6HUYDQW /HDGHUVKLS Servant leaders, according to Bass (2000) focus on the well-being of the individual employees rather than on the collective organization, which is appropriate for individualized societies. Greenleaf’s (1970) test for servant leadership is „ Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? ” (p. 7). Servant leadership is more relational than transactional leadership, but still includes a transactional dimension that seeks, overall, to serve the employee well. Servant leaders seek to understand the employees’ personal vision and mission and helps the employee see the alignment between personal and organizational mission. However, if there is no alignment, the servant leader may help the employee find a different organization to work for, where there would be alignment. This is akin to Collin’s (2001) bus metaphor showing that great leaders get the right people on the bus and the wrong people off the bus. We believe that the ‘right’ people are those who personal values and mission align with the organization’s values and mission. In this section we presented four leadership styles as examples of how expatriate managers may want to shape their leadership behaviors to best fit with the culture of the local organization. For the expatriate manager it is vital to know how to ‘fit’ the culture, thus survival is not for the ‘fittest’ but for the ‘fittingest’ (Hannan & Freeman, 1977). 6X DQG 5LFKHOLHX 6WXG\ Su and Richelieu’s (1999) study of Western managers working in Romania focused on their perceptions and attitudes regarding business ethics as compared to those of their Romanian counterparts. The differences between Western and Romanian conceptions of ethics were summarized as follows (p. 138):