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Leadership competencies of nursing leaders in Slovenia
Mateja Lorber, 2011, published scientific conference contribution abstract

Keywords: nursing, leadership, model
Published: 05.06.2012; Views: 1118; Downloads: 21
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Human resources annual interview as a part of authentic leadership
Miha Marič, Tamara Gerdej, Sandra Penger, Eva Jereb, Jasmina Žnidaršič, Nina Đurica, 2013, original scientific article

Abstract: In the paper one of the techniques used in human resource management annual interview as an important part of authentic leadership is discussed. Authentic leadership is the most important matter at the present moment in leadership development and emphasizes the leader’s authenticity. For a leader to be authentic we believe he should have an in depth knowledge of people he is working with and that can be achieved through communication. One of the standardized forms of communication between a leader and his coworkers are annual interviews. In the research where 565 people participated we found out that annual interview is an important part of human resource management and is closely related to authentic leadership. The relation is especially relevant in the part of managing and collaborating with colleagues and subordinates.
Keywords: HRM, annual interviews, authentic leadership, communication
Published: 10.07.2015; Views: 1141; Downloads: 278
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Seven or fewer core contents of social responsibility?
Mira Zore, Majda Bastič, Matjaž Mulej, 2016, original scientific article

Abstract: Corporate social responsibility (CSR) replaces causes of the current crisis by principles of accountability, transparency, ethics, and respect for organizational stakeholders, the law, international standards, and human rights (International Organization for Standardization, 2010). Interdependence and a holistic approach link them and CSR’s core contents. We examined if Slovene companies involve all seven CSR core contents of ISO 26000 (CSR to employees, customers, local community, environment, human rights, ethical behavior, and leadership). The analysis united three of them—CSR to employees, ethical behavior, and human rights—into CSR leadership to employees.
Keywords: CSR, customers, employees, leadership, Slovenia, ISO 26000
Published: 03.04.2017; Views: 592; Downloads: 250
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Similarities and differences of health-promoting leadership and transformational leadership
Anita Dunkl, Paul Jiménez, Simona Šarotar Žižek, Borut Milfelner, Wolfgang Kallus, 2015, original scientific article

Abstract: The concept of health-promoting leadership focuses on the interaction between the organization and the individual by identifying components able to positively influence employees’ working conditions. In the present study, the effects of health-promoting leadership and transformational leadership on the employees’ recovery–stress balance are investigated. In an online study, 212 Slovenian workers were asked about their perceptions of their direct supervisors and their work-related stress and recovery. The results showed that both leadership styles have a significant effect on employees’ recovery at the workplace, which mediated the relationship between leadership and work-related stress.
Keywords: conditions, health-promoting leadership, transformational leadership, stress, recovery, working environment
Published: 03.04.2017; Views: 544; Downloads: 268
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The examination of factors relating to the leadership style of nursing leaders in hospitals
Mateja Lorber, Sonja Treven, Damijan Mumel, 2016, original scientific article

Abstract: Theories often describe leadership with different classifications, based on personality and behaviour, and have been used to establish the traits and behaviours that determine an effective leadership style. We used the quantitative methodology to investigate the determinants of the leadership style among nursing leaders in Slovene hospitals. Based on the results, we determined that demographic characteristics such as gender, age, length of employment, and level of education do not affect the choice of the leadership style. Internal organizational characteristics such as job position, emotional intelligence, communication, personal characteristics, and the decision-making process are positively associated with the leadership style. Personal characteristics are considered important when it comes to using specific leadership styles, regardless of the choice of the leadership style, which also depends on the situation and external influences.
Keywords: decision-making process, personal characteristics, communication, emotional intelligence, leadership style
Published: 03.04.2017; Views: 630; Downloads: 291
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The values, objectives and management styles of managers in Slovenia
Jure Kovač, Manca Jesenko, 2004, original scientific article

Abstract: Managers play a key role in the restructuring and transformation of economic structures in transitional countries. It is, therefore, not surprising that they are at the centre of attention for experts and others as well. This paper describes the results of two studies conducted in 1998 and 2003 regarding the values governing the life, work and leadership styles of managers. Special attention was paid to the shifts in values that occurred in the five-year period between the two studies, and to demonstrating the correlation between an individual's values and his/her leadership style.
Keywords: Slovenia, management, manager, leadership, types, research, comparisons, 1998, 2003
Published: 17.07.2017; Views: 753; Downloads: 116
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Authentic leadership to the future
Vlado Dimovski, Marko Ferjan, Miha Marič, Miha Uhan, Marko Jovanović, Matej Janežič, 2012, original scientific article

Abstract: Authentic leadership is the latest evolutionary stage in leadership development and emphasizes the leader's authenticity. The construct of authenticity was researched by ancient Greek philosophers as 'know thy-self ', and 'thy true self '. Authentic leadership began to develop after 2004. The main reason why the researchers place so much attention to authentic leadership is fact that authentic leadership reaches all of the employees in organizations. Authentic leaders must identify the strengths of their followers and help them with their development and integration towards a common goal, purpose, vision and identity of the organization. Authentic leadership is seen as the final stage in the development of leadership styles, properties of this leadership style, and the consequences of this style have not been fully explored. In our paper we will explore this new style of leadership and its implications.
Keywords: authentic leadership, leadership, human resources, organizational behavior, organization
Published: 24.07.2017; Views: 1104; Downloads: 340
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