Organizacinės kultūros suvokimas vadovo emocinio intelekto kontekste

Abstract

f organizational culture. Considering the issues of global changes, each organization and region must find exceptionally important factors to maintain the competitiveness that do not require the additional economic expenses. Acknowledging that the leader is and remains an important catalyst for employees in the context of perceiving, recognizing the meaning and content of the organizational culture. Provided, however, that the efforts of the leader in the process of recognition and understanding the organizational cultural, according to the individual characteristics, might be different. The article emphasizes that the interpretation of the potential benefits of the emotional intelligence is lacking some systematization. As decisive criteria of organizational effectiveness the emotional intelligence is more attributable to top-level management. Although it recognized by the fact that emotional intelligence of the leader can be defined as the potential to improve performance. However, the emotional intelligence of leaders in the process of the perception of organizational culture characteristics and positive evaluation manifests through the process of effective and active contactThe article analyses how the perception (positive evaluation) of organizational culture individual characteristics depends on the emotional intelligence of the direct leader. The idea is based on the assumption that leader with higher emotional intelligence through their direct communication with subordinates can catalyse a higher positive individual characteristics assessment os with subordinates. It is understandable that the actual perception of organizational culture characteristics does not depend on the organizational culture as an object of theoretical interpretation perception. In any case, the leader must associate the theoretical interpretation of the organizational culture with the content of organizational culture that is intellectually and emotionally clear for an individual. At the same time separating the least visible and invisible levels of organizational culture, because the abundance of the organizational culture elements indicates the absence of researchers consensus on the structure of organizational culture. In real perception of the organizational culture apart from the fact that each organization has artefacts and value system, which is declared as a part of the organizational culture, precise role is playing by employees' personal values and beliefs. On the other hand, the efforts of the leader while forming the organizational culture, communicating it in a team, are affected by expectations of subordinates and their personal goals. The substantial factors that promote the positive match of the values between the organization and the values of its members are communication, predictability, attraction and trust. Empirical research revealed that employees of information services company UAB “X” out of ten submitted organizational culture characteristics by S. P. Robbins (1996), mostly preferred purposefulness, integration, support from top management, identity, compensation system and communication. However, at the same time it turned out that in some divisions of the studied organization, where performance of functions requires more creativity, the individual characteristics positive evaluation of the organizational culture is higher. Attention is drawn to the fact that in most of the structural units of the organization, subordinates assess their line managers' emotional intelligence worse than most of the executives. Equally surprising is that subdivisions where the function execution requires more creativity, the efforts of the leaders in shaping the organizational culture are treated more favorably by subordinates. The research findings allow making the assumption that the perception of organizational culture characteristics significantly differs while comparing employees' organizational culture assessments according to their (English) [ABSTRACT FROM AUTHOR]