practice leadership and management development in the baltics n.
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Practice: Leadership and Management Development in the Baltics . Why leadership issue is important?. Whenever expanding or planning a change – the leader issue is of key importance to all companies operating crossboarder Failures to run subsidiaries abroad 20% inadequate financing

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why leadership issue is important
Why leadership issue is important?
  • Whenever expanding or planning a change – the leader issue is of key importance to all companies operating crossboarder
  • Failures to run subsidiaries abroad
    • 20% inadequate financing
    • 80% failure to reach and attract leaders
  • Lessons from expansion x-Baltic
    • Involve and adjust to new leaders
    • communicate vision
leadership style perception
Leadership style perception
  • Decision making (authocratic/consultative)
  • Teamwork/individualistic orientation
  • Attitude to change (early adoption/ aggressive confrontation/ scepticism)
  • Communication habits (formal/informal)
  • Openness
availability of leaders
Availability of leaders
  • Lithuania
      • Adequate supply for SME
      • For sizeable enterprizes – lack of managerially competent leaders in specialized fields (e.g. IT, etc)
  • Latvia
      • For SME – turnover of good leaders
      • For sizeable enterprizes the issue is at the mid-level management
  • Estonia
      • Adequate supply for SME
      • Lack of leaders for sizeabale enterprizes
source of leaders
Source of leaders
  • Lithuania
      • Internal development (change averseness, loyalty to organisation)
      • Multinationals is a source for other multinationals mostly
  • Latvia
      • Internal development
      • Headhunting among companies (average stay rather short)
      • Other companies (loyalty to profession, not organisation)
  • Estonia
      • Multinationals rotation
      • Sizeable state institutions & businesses
what leaders value
What Leaders Value
  • Lithuania
      • Stability and long term commitment
      • New challenges and variety
      • Proximity to political elite (large institutions and companies)
  • Latvia
      • Varying: e.g. Stability for state institution leaders, however challenges, money, etc. in the private sector
      • Personal development and achievement
      • Status and power
  • Estonia
      • The leaders expectation is first of all one’s own growth
      • Reasonable and trustworthy “stakeholders environment”
      • Technocratic/market rather than organisational goals prevail
md process to grow leaders
MD Process to grow leaders
  • Lithuania
      • Integrated MD process is very rare in local companies
      • Interest in MD is growing
      • Succession planning quite rare so far, individual initiative
  • Latvia
      • Quite a few companies (mostly international) have an advanced MD process
      • Interest in MD is also significant and many companies started implementation efforts
  • Estonia
      • 3-5 local companies have the integrated MD process
      • MD Philosophy adopted in 10% of organisations
      • Few Leaders are coaching successors by personal initiative
remuneration issues
Remuneration issues
  • Lithuania
      • The opportunity to build own image overweighs money
      • In state companies amounts limited by governmental level
  • Latvia
      • Highest remuneration in absolute terms in the Baltics
      • Large regional differences
      • Different types of remuneration including stock options, etc.
  • Estonia
      • Salary and annual bonus
      • Almost non-existent 2+ years related option and bonus schemes
      • The opportunity to build own image overweights money
conclusion
Conclusion
  • There are differences
  • However, more similarities