Darbuotojams priimtiniausias vadovavimo stilius organizacijoje

Abstract

In this article the author discusses leadership styles and their importance in an organisation. Different understandings of leadership styles are presented, and a general conclusion concerning leadership style is made that qualifies it as an activity that is characterised by an important combination of personal features, traits, abilities and behaviour that influence the employees so that the decisions made could guarantee the implementation of the set tasks. Contemporary leadership theories present modern leadership styles: charismatic, transactional, transformational and servant. Charismatic leadership is characterised by such features as charm, inspiration, influence on decision making, vision, special relationships, personal risk taking, trust, unconventional behaviour. Transactional leadership is based on conditional exchange, response to exceptions, lack of stimulation and confidence, compliance with the rules, and assignment of specific tasks. Transformational leadership style is marked by influence, encouragement, inspiration, education, support, trust, personal example, concern, vision, satisfaction. Servant leadership style is noted by suggestions, education, support, thoughtfulness, selflessness, modesty, relationship strength, sociability, understanding of the other person, evidence-based persuasion. Transactional leadership is more focused on the goal, whereas servant leadership is more person oriented. A charismatic leader is less oriented towards the goal and the individual as compared with a transactional leader who is very much oriented towards both of them. Scientific research shows that there is no single best leadership style, and successful leaders insist that the best option is to adjust one’s own leadership style to satisfy the needs of the followers in accordance with current circumstances. The objective of this article was to determine the leadership style most preferable from the point of view of employees. The object of the study was the most effective leadership style in an organisation. The research methods were based on conclusions making use of scientific literature, applying the methods of analysis and synthesis evaluating of the importance of leadership styles and concepts, generalising leadership styles, finding out the workers' opinion about the preferable management style in their organisa tion by means of a survey. Leadership styles were evaluated according to the following criteria: decisionmaking process; task presentation; responsibility sharing; attitude towards the employees; nature of relations with the employees; approach to discipline; presentation of values and visions. The respondents of the survey were asked what leadership style of their immediate manager satisfied them. The obtained data shows that the major part of the respondents were rather (18.5%) or completely (25.9%) satisfied, though the group of the respondents who were neither satisfied nor dissatisfied with the leadership style of their immediate manager was the largest in number (33.3%). It was established that the choice of the answer depended on the type of an organisation, particularly in organisations in the field of agriculture, forestry and fish industry, as well as in construction. The respondents were given 28 statements and were asked to evaluate them from 1 to 5, where 1 - “strongly disagree” and 5 - “completely agree”. In conclusion, it can be stated that the preferred leadership style was a combination of transactional and transformational leadership styles, with some advantages of charismatic style not to be dismissed. The research has confirmed the idea found in literature that there is no single best leadership style, and successful leaders adapt their leadership style to existing circumstances so that to satisfy best the needs of their subordinates. There has been also found that the assessment of some features of leadership styles, their approval or disapproval largely depended on the sex of the respondents. The respondents evaluated the acceptance of leadership styles according to the following features: decision making was associated with transactional style; task presentation was associated with a combination of charismatic and transactional styles; responsibility sharing was associated with a combination of charismatic and servant styles; attitude towards the employees was associated with transformational style; relations with the employees and approach to discipline were associated with a combination of transactional and transformational styles; presentation of values and visions was associated with transformational style. It can be concluded that the leadership style that employees prefer most is a combination of transactional and transformational styles with some traits of charismatic style as well. (English) [ABSTRACT FROM AUTHOR]