CONCEPTION OF LEADERSHIP OF MANAGERS OF BUSINESS ORGANIZATIONS IN UKRAINE

  • Iryna Yevchenko PhD of Psychology, State University of Trade and Economics, Kyiv, Ukraine
  • Andrii Masliuk D.S. of Psychology, Associate Professor, National School of Judges of Ukraine, Kyiv, Ukraine
Keywords: leader, leadership, leadership qualities, manager

Abstract

Relevance. The presented research was conducted on the basis of the study "Leader in Business Organization of Ukraine", conducted to clarify the practice of leadership and management in the modern business environment of Ukraine: diagnosis of management potential to form mechanisms for improving the effectiveness of business organizations [21]. We set a goal to empirically test what personal qualities are required for effective leadership according to the opinion of leaders and managers in Ukraine.
Metodology. Sample. 104 respondents, aged 28 to 52, participated in the study. The employees of companies from different spheres of business activity and forms of ownership participated in the survey.
The study was conducted using a social-psychological questionnairing. The research participants were asked to identify 10 personal qualities that are required for an effective Ukrainian business leader.
Results. For centuries, the phenomenon of leadership has been studied by philosophers, sociologists, psychologists, so the views on the nature of leadership are extremely diverse. Leadership is known by its very nature to be both the result of objective as well as subjective factors.
The study highlighted the clusters based on leadership characteristics that testify to the conception of business leadership of contemporary business executives and managers. The respondents identified 42 qualities that they believe are inherent in today's Ukrainian business leader. In the general selection with a frequency of more than 10%, there are 14 distinguished qualities (determination, consistency, reasonableness, being bright at decision-making in emergencies, enthusiasm, sense of humor, patience, perseverance, observation, riskiness, responsibility, competence, sociability, self-perfection/self-development).

References

Maslov, E. V. (2015). Upravleny`e personalom: texnology`ya y` y`deology`ya [Personnel management: technology and ideology]. Organy`zacy`onnaya psy`xology`ya, 5(1), 73–90. URL: https://orgpsyjournal.hse.ru/ [in russian].

Vovna, O. S., Klymov, A. A. (2016). Ly`derskoe povedeny`e rukovody`telya, ory`enty`rovannoe na razvy`ty`e podchy`nennыx: razly`chy`ya na organy`zacy`onnыx urovnyax [Leadership behavior of a leader oriented to the development of subordinates: differences at organizational levels]. Organy`zacy`onnaya psy`xology`ya, T. 6, # 2, 89–104. URL: http://orgpsyjournal.hse.ru [in russian].

Shalagy`nova L. V. (2007). Psy`xology`ya liderstva [Leadership Psychology]. Sankt-Peterburg : Rech` [in russian].

Kuz`my`n, E. S., Volkov, Y`. P., Emel`yanov, Yu. N. (1974). Rukovody`tel` y` kollekty`v [Leader and staff]. Leny`ngrad : Leny`zdat [in russian].

Coulson-Thomas, C. (2013). “New leadership” and creating the high performance organisation: part 1. Industrial and Commercial Training, 45, 23–31. doi:10.1108/00197851311296674

Mintzberg, H. (2009). Managing. Berrett-Koehler Publishers.

DeChurch, L. A., Hiller, N. J., Murase, T., Doty, D., & Salas, E. (2010). Leadership across levels: Levels of leaders and their levels of impact. The Leadership Quarterly, 21(6), 1069–1085. doi:10.1016/j. leaqua.2010.10.009

Bass, B. M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19–31.

Conger, J. (1988). Charismatic leadership. NY: John Wiley & Sons, Ltd.

Conger, J. A., Kanungo, R. N., Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of organizational behavior, 21(7), 747–767.

Graen, G. B., Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in organizational behavior, 9, 175–208.

Schriesheim, C. A., Castro, S. L., Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10(1), 63–113.

Oronowicz, M., Samuła, S., Kowalczyk, P. (2018). Perception of trust levels in organizations based upon opinions of Polish and Ukrainian employees-results of a pilot study. International Journal of Synergy and Research, Vol. 7, 81-95. doi: 10.17951/ijsr.2018.7.81-95

Caplan, J. (2014). Develop and engage all your people for business success. Strategic HR Review, 13(2), 5. doi:10.1108/SHR-11-2013-0105

Pearce, C. L., Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. NY: Sage Publications.

Becking, K., Hopman, N. (2005). Excellent Public Leadership: 7 Competencies for Europe / ROI-REEKS, Sdu Uitgevers.

Orzhel`, O. Yu., Palij, O. M., Kravchuk, I. V. (Ed.). (2007). Yevropejs`ky`j dosvid derzhavnogo upravlinnya : kurs lekcij [The European experience of public administration: a course of lectures]. Ky`yiv : NADU [in Ukrainian].

Jacobs, T. O., Jaques, E. (1987). Leadership in complex systems. Human Productivity Enhancement, 2, 7–65.

Emel`yanov, E. N., Povarny`czыna, S. E. (1998). Psy`xology`ya by`znesa [Business Psychology]. Moskva : Armada [in russian].

Charan, R., Drotter, S., Noel, J. (2000). The leadership pipeline: How to build the leadership powered company. San Francisc: Jossey-Bass, CA.

Maslyuk, A. M. (2011). Teorety`chny`j analiz problemy` liderstva [Theoretical analysis of the problem of leadership]. Visny`k Nacional`nogo universy`tetu oborony` Ukrayiny`. 3 (22), 147–151 [in Ukrainian].

Gavkalova, N. (2005). Teorety`chni zasady` efekty`vnogo menedzhmentu personalu [Theoretical principles of effective personnel management]. Ukrayina: aspekty` praci. # 3, 31–36 [in Ukrainian].

Published
2023-12-31