Relationships between leadership style and organizational performance in the case of Hungarian Small and Medium-sized Enterprises

• Autorzy: Karácsony Peter , Czibula Adam

Identyfikatory

DOI

10.17512/pjms.2020.22.2.14

Warianty tytułu

PL

Relacje między stylem przywództwa a skutecznością organizacyjną w przypadku małych i średnich przedsiębiorstw węgierskich

• Języki publikacji: EN

Abstrakty

EN

The current study provides a deeper insight into the factors of effective leadership of organizations. In order to verify the hypothesis, the authors have used questionnaire methods to examine the leadership style of the analyzed companies. The data obtained from this are subjected to statistical analysis. This research investigates the relationship between organizational performance and style of leadership in Hungarian Small and Medium-sized Enterprises by quantitative analysis of 637 participants. The results indicate that leadership style has a significant effect on organizational performance in the studied enterprises. Based on the survey, it is found that organizational performance is higher for leaders who adopt an autocratic leadership style. This research uses empirical data that supports the development of practices directed at improving leadership and reducing the gap between leaders and followers.

PL

Bieżące badanie zapewnia głębszy wgląd w czynniki skutecznego przywództwa w organizacjach. W celu weryfikacji hipotezy autorzy posłużyli się metodami kwestionariuszowymi do zbadania stylu przywództwa analizowanych firm. Uzyskane w ten sposób dane poddawane są analizie statystycznej. Niniejsze badanie bada związek między wydajnością organizacyjną a stylem przywództwa w węgierskich małych i średnich przedsiębiorstwach poprzez analizę ilościową 637 uczestników. Wyniki wskazują, że styl przywództwa ma istotny wpływ na wyniki organizacyjne badanych przedsiębiorstw. Na podstawie ankiety stwierdzono, że wydajność organizacyjna jest wyższa w przypadku liderów, którzy przyjmują autokratyczny styl przywództwa. W badaniu tym wykorzystano dane empiryczne, które wspierają rozwój praktyk ukierunkowanych na poprawę przywództwa i zmniejszenie przepaści między liderami a naśladowcami.

Słowa kluczowe

EN

effectiveness; leadership; organization; motivation

PL

skuteczność; przywództwo; organizacja; motywacja

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2020
• Tom: Vol. 22, No. 2
• Strony: 201--214
• Opis fizyczny: Bibliogr. 34 poz., rys., tab.

Twórcy

autor

Karácsony Peter

• University J. Selye, Faculty of Economics and Informatics, Department of Economics, Slovakia

autor

Czibula Adam

• BGA Felvidék s.r.o., Slovakia

Bibliografia

• 1. Afshari, L., Gibson, P., (2016). How to increase organizational commitment through transactional leadership. Leadership & Organization Development Journal, 37, 4, 507-519.
• 2. Andjarwati, T., Susilo, E. K. and Audah, K. A., (2019). Predictors of job satisfaction in non-profit organizations. Polish Journal of Management Studies, 20, 1, 19-28.
• 3. Avolio, B. J., Bass, B. M. and Jung, D. I., (1999). Re-Examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 4, 441-462.
• 4. Bass, B. M., (1985). Leadership and performance beyond expectations. Free Press New York.
• 5. Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A. and Shaikh, F. M., (2012). The Impact of Autocratic and Democratic Leadership Style on Job Satisfaction. International Business Research, 5, 2, 192-201.
• 6. Bohn, J. G., (2002). The Relationship of Perceived Leadership Behaviors to Organizational Efficacy. Journal of Leadership & Organizational Studies, 9, 2, 65-79.
• 7. Chang, H., (2017). Does leadership matter? Study of leadership style, job performance and job satisfaction. Poslovna Ekonomija, 11, 2, 1-28.
• 8. De Waal, A., Sivro, M., (2012). The Relation Between Servant Leadership, Organizational Performance, and the High-Performance Organization Framework. Journal of Leadership & Organizational Studies, 19, 2, 173-190.
• 9. Ding, H., Yu, E., (2020). Subordinate-oriented strengths-based leadership and subordinate job performance: the mediating effect of supervisor-subordinate guanxi. Leadership & Organization Development Journal, 41, 8, 1107-1118.
• 10. Drucker, P. F., (1993). The Effective Executive. New York: Division of Harper Collins Publishers, Inc.
• 11. Dyczkowska, J., Dyczkowski, T., (2018). Democratic or Autocratic Leadership Style? Participative Management and its Links to rewarding Strategies and Job Satisfaction in SMEs. Athens Journal of Business & Economics, 4, 2, 193-218.
• 12. Edelman, P., van Knippenberg, D., (2018). Emotional intelligence, management of subordinate’s emotions, and leadership effectiveness. Leadership & Organization Development Journal, 39, 5, 592-607.
• 13. Fayol, H., (1949). General and Industrial Administration. Sir Issac Pitman & Sons, London.
• 14. Felfe, J., Schyns, B., (2004). Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership. Journal of Leadership & Organizational Studies, 10, 4, 92-102.
• 15. Fiedler, F. E., (1967). A Theory of Leadership Effectiveness. McGraw-Hill, New York.
• 16. Guillen, L., Whitman, D. and Korotov, K., (2014). Leadership as Motivated Behavior: Regulatory Focus, Motivation to Lead, and Leadership Style. Academy of Management Proceedings, 1, 150-158.
• 17. Guluta, C. M., Rusu, C., (2016). Leadership styles and managerial behavior in Romanian companies. Polish Journal of Management Studies, 13, 2, 69-80.
• 18. Héder, M., Kőmíves, P. and Dajnoki, K., (2018). Significance of "work experience" management from an organizational standpoint. Network intelligence studies, 6, 11, 27-36.
• 19. Jing, F. F., (2017). Leadership paradigms and performance in small service firms. Journal of Management & Organization, 24, 3, 339-358.
• 20. Johnson, J. R., (2002). Leading the Learning Organization: Portrait of Four Leaders. Leadership & Organization Development Journal. 23, 5, 241-249.
• 21. Karácsony, P., (2019). The Role of Corporate Social Responsibility in Environmental Sustainability. In: Behnassi, M., Gupta, H. and Pollmann, O. (ed): Human and Environmental Security in the Era of Global Risks. Springer International Publishing, 377-386.
• 22. Keller, R. T., (2006). Transformational leadership, initiating structure & substitutes for leadership: A longitudinal study of research & development project team performance. Journal of Applied Psychology, 91, 1, 202-210.
• 23. Kotter, J. P., (1990). A force for change: How leadership differs from management. Free Press, New York.
• 24. Lentner, Cs., Nagy, L., Vasa, L. and Hegedűs, S., (2019). Sustainability and Control Issues of the Financial Management of Local Governments - Through Hungary’s Example. Visegrad Journal on Bioeconomy and Sustainable Development, 8, 1, 18-26.
• 25. MacKenzie, S. B., Podsakoff, P. M. and Rich, G. A., (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29, 2, 115-134.
• 26. O’Reilly, C., Caldwell, D. F., Chatman, J. A., Lapiz, M. and Self, W., (2010). How leadership matters: The effects of leadership on strategy implementation. Leadership Quarterly, 21, 1, 104-113.
• 27. Peterson, R. S., Martorana, P. V., Smith, B. D. and Owens, P. D., (2003). The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One Mechanism by Which Leadership Affects Organizational Performance. Journal of Applied Psychology. 88, 5, 795-808.
• 28. Rowe, W. G., Cannella, A. A., Rankin, D. and Gorman, D., (2005). Leader succession & organizational performance: Integrating the common-sense, ritual scapegoating & vicious-circle succession theories. The leadership Quarterly, 16, 2, 197-219.
• 29. Svendsen, M., Joensson, T. S., (2016). Transformational leadership and change related voice behavior. Leadership & Organization Development Journal, 37, 3, 357-368.
• 30. Thahier, R., Ridjal, S. and Risani, F., (2014). The influence of leadership style and motivation upon employee performance in the provincial secretary office of West Sulawesi. International Journal of Academic Research, 6, 1, 116-124.
• 31. Van Vugt, M., Jepson, S. F., Hart, C. M. and De Cremer, D., (2004). Autocratic leadership in social dilemmas: A threat to group stability. Journal of Experimental Social Psychology, 40, 1, 1-13.
• 32. Varney, S., (2008). Leadership learning: key to organizational transformation. Strategic HR Review, 7, 4, 5-10.
• 33. Weiss, W. H., (2004). Effective leadership: What are the requisites? Supervision, 65, 1, 14-17.
• 34. Yammarino, F. J., Spangler, W. D. and Dubinsky, A. J., (1998). Transformational and contingent reward leadership: Individual, dyad, and group levels of analysis. The Leadership Quarterly, 9, 1, 27-54.

Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).