%0 Journal Article
%T Leadership and change implementation in a Russian context
%A Frank Levene
%A Malcolm Higgs
%J Journal of General Management
%@ 1759-6106
%D 2018
%R 10.1177/0306307018780406
%X Leadership literature suggests that the transfer of leadership theory to non-US/Anglo-centric cultures may lead to findings that are different from current ones. Indeed, it is proposed that a dominant national culture will impact both the enacted leadership style and the followers¡¯ expectations and acceptance of such a leadership style. Within the emerging literature on relational and change leadership, there is little consideration of the differing impact of leader behaviours in non-Western cultures. This study addresses both these gaps, through a case study that explores leadership styles and strategic change implementation within a Russian context that is seen as being directive and autocratic. The nature and impact of leadership in the context of change in Russian organizations is explored in this article, using a case-study design. Based on 20 interviews conducted in three organizations, we report findings which suggest, in a Russian context, that a more relational leadership style is more effective, and more likely to be accepted by followers, in implementing strategic change than a more ¡®typical¡¯ autocratic and directive style. The article contributes to leadership theory by providing clear empirical evidence of the value of a relational style in non-Western settings in ensuring effective change implementation
%K change leadership
%K change management
%K relational leadership
%K Russian culture
%K strategic change
%U https://journals.sagepub.com/doi/full/10.1177/0306307018780406