1. The behavior of organization in economic crisis : integration, interpretation, and research developmentVojko Potočan, Zlatko Nedelko, 2021, original scientific article Abstract: We investigated the significance of an economic crisis for organizations’ ethical behavior, employees’ unethical behavior, and association. To capture the effect of the “2008’ World economic crisis,” we compared the behaviors of organizations and employees’ unethical behavior during a crisis with their behavior in more favorable circumstances before and after the crisis. We used structural equation modeling to analyze answers collected from 2024 employees in Slovenian organizations between 2006 and 2016. The results showed significant growth of organizational engagement in ethical behavior, despite the crisis in the middle of the observed period. The employees’ unethical behavior was significantly less acceptable in crisis compared to before the crisis, while after the crisis, its acceptability increased again, despite not significant. The aggregate sample revealed a significantly negative influence of employee’s unethical behavior on organizations’ ethical behavior that was not significantly different across the considered periods. The research suggests the need to manage the organization’s ethical behavior in times of economic downturn, like in the present COVID 19. Additionally, managers need to devote more attention to prevent employees’ unethical behavior and its influence on organizations’ ethical behavior.
Keywords: economic crisis, ethical behavior, unethical behavior, organizational behavior
Published in DKUM: 10.10.2024; Views: 0; Downloads: 1
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2. Leader’s possession of linguistic intelligence in relation to leader–member exchange theoryTimotej Ribič, Miha Marič, 2023, original scientific article Abstract: When practicing high-quality leader–member exchange (LMX) theory, the leader’s ability to communicate, build and maintain relationships is a vital part. Because leader–member exchange theory is a relationship-based approach to leadership that primarily includes social exchange and communication on a daily basis, we can highlight linguistic intelligence as a key leadership skill that is part of the multiple intelligences defined by Howard Gardner. The goal of this article was to conduct research into organizations where the leader applies LMX theory and examine whether the leader’s linguistic intelligence is positively related to the quality of the leader–member exchange. The dependent variable was the quality of the LMX. We were able to recruit 39 employees and 13 leaders. Correlations and multiple regressions were used to analyze our statement. The overall results are statistically significant and we conclude that there is a high positive correlation between LMX and linguistic intelligence in the organizations that were part of this study. A limitation of this study is the use of purposive sampling, which resulted in a relatively small sample size and may limit the generalization of the results to other populations.
Keywords: multiple intelligences, linguistic intelligence, communication, relationships, leadership, LMX, human resource management, organizational behavior
Published in DKUM: 26.03.2024; Views: 277; Downloads: 9
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3. The connection between culture and organizational behaviorSonja Treven, 2005, original scientific article Abstract: The paper presents various approaches to studying cultures of different countries. The starting point is the Hofstede's dimensions of cultural values as well as Hall's approach to high- and low- context cultures and Trompenaars model of cultural differences. After that the interaction between culture and organizational behavior is discussed. A special attention to the impact of culture on motivation of employees, communication, conflict resolution and organizational changes is given.
Keywords: culture, corporate culture, company, organization, organizational culture, behavior, behaviorism, motivation, leadership, use of human capabilities
Published in DKUM: 26.07.2017; Views: 1656; Downloads: 425
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4. Authentic leadership to the futureVlado 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 in DKUM: 24.07.2017; Views: 2379; Downloads: 521
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