The Achieving Styles/Connective Leadership Model (Lipman-Blumen, 1996) provides tools for studying individual and organizational behavioural strategies for achieving goals by distinguishing nine styles people use in various situations. Organizations, for their part, are evaluated for their tendency to reward certain kinds of achieving behaviour and to ignore others. In this paper, we present a quantitative research on goal-oriented behaviour of twenty-nine Bulgarian and thirty-seven Finnish politicians (all members of Parliament, MPs), who responded to the L-BL Achieving Styles Individual Leadership Inventory and the L-BL Achieving Styles Organizational Inventory. The results reveal that the Bulgarian MPs prefer to employ mostly the intrinsic-direct behavior, which is dominated by the personal ambition to excel. Also, the findings clearly show that the Bulgarian participants tend to ignore the instrumental strategies as a whole, among which the social-instrumental style, which is indicative for relying on relationships with others as a means to achieve goals, ranked as their least preferred one. As of Finnish politicians, they tend to employ much more balanced spectrum of achieving styles. In particular, the social-instrumental behavior is well presented. We speculate on utilizing relationships with others as instruments to get things done in terms of differences Bulgarian and Finnish society exhibit. More specifically, our comparative study aim at analyzing the weak social-instrumental behavior in the context of the transitional changes Bulgaria has been experiencing during the last decade, while the Finnish democracy has been rather stable and well-established within the European context during the same period.
|Title of host publication||Enterprise in Transition|
|Subtitle of host publication||Seventh International Conference on Enterprise in Transition Proceedings|
|Publisher||University of Split|
|Publication status||Published - 2007|
|MoE publication type||A4 Article in a conference publication|
|Series||Proceedings of the International Conference Enterprise in Transition|