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DC Field | Value | Language |
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dc.contributor.author | Posadzinska, Iwona | - |
dc.contributor.author | Slupska, Urszula | - |
dc.contributor.author | Karaszewski, Robert | - |
dc.date.accessioned | 2021-06-10T05:31:27Z | - |
dc.date.available | 2021-06-10T05:31:27Z | - |
dc.date.issued | 2020 | - |
dc.identifier.citation | Posadzinska, I., Slupska, U., & Karaszewski, R. (2020). The attitudes and actions of the superior and the participative management style. European Research Studies Journal, 23(Special issue 1), 488-501. | en_GB |
dc.identifier.uri | https://www.um.edu.mt/library/oar/handle/123456789/77007 | - |
dc.description.abstract | Purpose: The aim of the article is to analyse the characteristics of participative management style in the context of open attitudes and actions of a leader. Design/Methodology/Approach: The assessment of specific measures implemented by the superior was grouped using factor analysis. The principal component analysis was used to identify factors. Factor rotation was conducted using the Oblimin method, and the significance of the analysis was confirmed by the Kaiser-Mayer-Olkin and Bartlett’s tests. Using the proportion of variance explained criterion, 2 variants (factor loadings) were distinguished participative style, and communication and feedback. The chi-square tests and Pearson’s C (contingency) coefficient were used to analyse the relations between the variants and the superior's management style. Findings: The article presents the relationship between the value of variables “participative style” and “communication and information” and management styles. We demonstrated that elements of participative leadership style in the behaviour of the superior result in a more open approach in interactions with employees. When a task is unstructured, the leader's participatory behaviour can stimulate subordinates, as the task is explained in more detail. Practical Implications: The analysis of the data shows that effective leadership requires mobilisation of the talents of subordinates, so it is extremely important to recognise the potential of employees. In practice, this means that participation stimulates the development of innovative solutions and fosters creativity in employees. Originality/Value: Demonstrating the importance of using participation as a tool to improve the decision-making skills of subordinates contributes to the present understanding of the role of leadership in strengthening intra-organisational relations. | en_GB |
dc.language.iso | en | en_GB |
dc.publisher | University of Piraeus. International Strategic Management Association | en_GB |
dc.rights | info:eu-repo/semantics/openAccess | en_GB |
dc.subject | Management -- Case studies | en_GB |
dc.subject | Leadership -- Case studies | en_GB |
dc.subject | Organization -- Case studies | en_GB |
dc.title | The attitudes and actions of the superior and the participative management style | en_GB |
dc.type | article | en_GB |
dc.rights.holder | The copyright of this work belongs to the author(s)/publisher. The rights of this work are as defined by the appropriate Copyright Legislation or as modified by any successive legislation. Users may access this work and can make use of the information contained in accordance with the Copyright Legislation provided that the author must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the prior permission of the copyright holder | en_GB |
dc.description.reviewed | peer-reviewed | en_GB |
dc.identifier.doi | 10.35808/ersj/1773 | - |
dc.publication.title | European Research Studies Journal | en_GB |
Appears in Collections: | European Research Studies Journal, Volume 23, Special Issue 1 |
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The_attitudes_and_actions_of_the_superior_and_the_participative_management_style.pdf | 315.06 kB | Adobe PDF | View/Open |
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