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1.
Transformational leadership styles in Slovenian Police
Džemal Durić, 2011, original scientific article

Abstract: Purpose: The purpose of this research was to examine leadership styles among managers at different organizational levels in Slovenian Police organization and to examine relationships between leadership styles and outcomes criteria (effectiveness, satisfaction, and extra effort). Design/Methods/Approach: The study took a quantitative approach to test the Full Range Leadership Model (FRLM) with Multifactor Leadership Questionnaire (MLQ). Survey included police managers at local (290), regional (122), and state (74) level of Slovenian Police organization. Findings: There are more transformational leadership styles than transactional leadership styles and laissez-faire leadership styles demonstrated among Slovenian Police managers. Transformational leadership styles are expressed especially at higher organizational levels. Relationship between transformational leadership and outcomes criteria is stronger than relationship between transactional leadership and outcomes criteria. There is negative relationship between laissez-faire leadership styles and outcome criteria. Research limitations: The results are comparable with similar studies which used MLQ for self rating or measuring self perceptions of leadership styles. Future research should include subordinate’s perception of police manager’s leadership styles. That would reflect more realistic picture about leadership practice and performance. Practical implications: Results indicate which leadership styles have positive relationships with outcome criteria and can be a useful input for police leadership training and development process. Originality/Value: This study contributes to the Police Leadership literature. Paper extends understanding of leadership styles in police organizations and supports the propositions of the Full Range Leadership Model that transformational leadership extends the results of transactional leadership toward results beyond expectations.
Keywords: police, police hierarchy, leadership, Full Range Leadership Model, transformational leadership style, organizational levels, Slovenia
Published: 05.05.2020; Views: 485; Downloads: 35
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2.
Examining determinants of leadership style among Montenegrin managers
Anđelko Lojpur, Ana Aleksić, Sanja Vlahović, Mirjana Pejić Bach, Sanja Peković, 2015, original scientific article

Abstract: As a leader’s behavior can have a strong impact on different employee work- related outcomes, various approaches have been put forth in an effort to determine the most effective form of leadership and determinants of individuals’ choice of leadership style. This paper analyzed whether one’s choice of leadership style is due more to personal or organizational characteristics. We used survey data to investigate the determinants of leadership style among Montenegrin managers. Our analysis showed that, although demographic characteristics such as gender, age, and education do not influence the choice of leadership style, internal organizational characteristics such as hierarchical level, managerial orientation to tasks/people, and decision-making characteristics such as decision- making style and decision-making environment are positively associated with the choice of democratic leadership style. This contributes to recent research in leadership that shows how some personal characteristics are considered to be less important in developing certain styles and that the choice of style is more dependent and contingent on external influences and situations.
Keywords: decision-making characteristics, demographic characteristics, internal organizational characteristics, leadership style, Montenegro
Published: 03.05.2018; Views: 504; Downloads: 34
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3.
Cultural dimensions and leadership styles perceived by future managers
Danijel Pučko, Tomaž Čater, 2011, original scientific article

Abstract: The article contributes to the body of knowledge about the perceptions of future managers (i.e. business and engineering students) in both Slovenia and a cluster of Central European (CE) countries regarding actual cultural practices in their social environments, the value systems they possess and their attitudes to leadership styles. The main question addressed is whether future Slovenian managers are good representatives of the average future manager from CE (transitional) countries as far as their value system and attitudes to individual leadership styles are concerned. The research results confirm that the Slovenian (potential) future managers perceive actual cultural practices in their environment rather differently from their counterparts from the cluster of CE countries. Two decades of transition from socialist/communist socio-economic systems were apparently not long enough periods to achieve a higher level of harmonisation of existing cultures. The relevant value systems held by the Slovenian (potential) future managers and the CE cluster's future managers still differ significantly. The Slovenian future managers have (statistically) significantly different attitudes to individual leadership styles than their counterparts in the CE countries' cluster. The smallest differences in perceptions between the two stated groups of (potential) future managers exist regarding their views on what are the most important traits and skills of managers.
Keywords: culture, value system, leadership style, Slovenia, Central European (transitional) countries 1
Published: 29.11.2017; Views: 487; Downloads: 88
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4.
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: 784; Downloads: 330
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