1. The application of AHP in the development of a taxonomy of merchant marine deck officers’ non-technical skills (NTS)Farhan Saeed, Alan Bury, Stephen Bonsall, Ramin Riahi, 2019, original scientific article Abstract: The importance of NTS has been realised in many safety critical industries. Recently the maritime domain has also embraced the idea and implemented an NTS training course for both merchant marine deck and engineering officers. NTS encompass both interpersonal and cognitive skills such as situational awareness, teamwork, decision making, leadership, managerial skills, communication and language skills. Well-developed NTS training allow ship’s officers to recognise quickly when a problem is developing and manage the situation safely and efficiently with the available team members. As a result, the evaluation and grading of deck officers’ NTS is necessary to assure safety at sea, reduce the effects of human error on-board ships, and allow ship board operations to be performed safely. This paper identifies the skills necessary for deck officers to effectively perform their duties on the bridge of a ship. To achieve this, initially, a taxonomy of deck officers’ NTS is developed through a review of relevant literature and the conducting of semi-structured interviews with experienced seafarers. Subsequently, NTS weighting data is collected from experienced seafarers to allow the weight of each element of the taxonomy to be established by the use of the Analytical Hierarchy Process (AHP).
Keywords: non-technical skills, human element, leadership, analytical hierarchy process
Published in DKUM: 22.08.2024; Views: 49; Downloads: 2
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2. The importance of intergenerational leadership praxes and availability of key information for older employee burnout and engagement in the context of firm sizeMaja Rožman, Borut Milfelner, 2022, original scientific article Abstract: The main aim of this study was to analyze the effects of availability of key information and intergenerational leadership on burnout divided into physical symptoms of burnout and emotional symptoms of burnout and work engagement regarding the firm size during the coronavirus disease 2019 (COVID-19). The empirical study included 583 older employees in Slovenia who participated in the survey during the COVID-19 pandemic. Structural equation modeling was used to explore the effects between constructs. We analyzed structural paths for the entire sample and for the two groups (small and large companies). According to the results concerning both groups, the impact of the availability of key information on emotional burnout is negative only for small companies. Contrary to that the negative impact of intergenerational leadership on emotional burnout is much stronger in large companies. Concerning the impact of physical burnout on emotional burnout, the positive impact of physical burnout exists in both types of companies but is stronger in small companies. The findings will contribute to a clearer picture and the adoption of further measures to prevent burnout in the workplace and increase work engagement concerning the firm size, especially during the COVID-19 pandemic.
Keywords: leadership, burnout, work engagement, older employees, firm size, quality
Published in DKUM: 03.07.2024; Views: 113; Downloads: 3
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3. Agile leadership in the light of efficiency of organizations and the health of employees : editorialPaul Jiménez, Borut Milfelner, Anita Dunkl, 2023, other scientific articles Keywords: agility, innovation, flexible work, new ways of working, organizational culture, leadership culture, working conditions
Published in DKUM: 27.05.2024; Views: 177; Downloads: 13
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4. Maximizing employee engagement through artificial intelligent organizational culture in the context of leadership and training of employees : testing linear and non-linear relationshipsMaja Rožman, Polona Tominc, Borut Milfelner, 2023, original scientific article Abstract: The paper’s main aim is to analyze five constructs of organizational culture, AI-supported leadership, AI-supported appropriate training of employees, teams’ effective performance, and employee engagement, and their relationship through the prism of artificial intelligence on a sample of large and medium-sized Slovenian companies. The second aim of the paper is to test the proposed model with two different statistical techniques in the scope of structural equation modeling (SEM) that enable us to assess linear (PLS-SEM) and non-linear relationships (CB-SEM) among the constructs. The empirical research included 437 medium-sized and large Slovenian companies. From each company, a CEO or owner participated in our research. The findings of the research with both techniques show that organizational culture had no impact on AI-supported appropriate training of employees and was not significant as well as that organizational culture had an impact on AI-supported leadership. The impact of AI-supported leadership on AI-supported appropriate training of employees were supported only for the PLS-SEM model. The impact of AI-supported leadership for employees on teams was positive. Contrary to that, the impact of AI-supported leadership for business solutions on teams was non-significant. In both cases, AI-supported appropriate training of employees’ impact on teams was strong and positive. Also, employee engagement impact on teams was positive and statistically significant with PLS-SEM and CB-SEM methods. The research yields important implications for companies seeking to integrate artificial intelligence effectively in their operations. It emphasizes the critical role of AI-supported leadership in driving positive outcomes, such as improved employee training and enhanced team effectiveness. Companies should focus on developing leaders who can leverage AI tools to foster a skilled and engaged workforce. By adopting data-driven decision-making processes and incorporating insights from structural equation modeling, organizations can develop effective AI integration strategies. These provide valuable guidance for enhancing human resource management practices and achieving successful AI adoption across companies. The findings contribute to the formation of new views in the field of artificial intelligence implementation in the companies and show companies a broader picture of which aspects of human resource management need to be improved.
Keywords: leadership, organizational culture, employee engagement, artificial intelligent
Published in DKUM: 22.04.2024; Views: 168; Downloads: 9
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5. The relationship between leadership in BPM and company profitabilityDušan Gošnik, Maja Meško, Igor Stubelj, 2023, original scientific article Abstract: This paper studies the relationship between leadership as an activity of business process management (BPM) and company performance. Business process data about leadership and business processes in SMEs were collected via questionnaires on the population of 3007 SMEs in Slovenia. Aspects of leadership such as the involvement of employees, middle management, customers and suppliers were studied. The financial data of the SMEs of the sample were obtained from publicly available financial statements to assess relative residual income profitability ROEr and ROEa. Data analysis was performed using Bartlett’s, Kaiser–Maier–Olkin and nonparametric Mann–Whitney U tests. We confirmed a positive relationship between employee involvement in leadership as an activity of BPM and company profitability. It was proved that companies that involve employees and middle management in improving core business processes to a greater degree are more profitable. Intense involvement of employees in changes in core business processes results in higher company profitability, which has been detected by the higher risk-adjusted profitability measure ROEa. Companies that involve middle management to a greater degree by leading employees based on their interests are more profitable. The results are important for managers as decision-makers and other company stakeholders, especially those responsible for business process improvements. Theoretical and practical implications and further research possibilities are discussed.
Keywords: management, leadership, BPM, risk-adjusted profitability measures, SME, performance
Published in DKUM: 16.04.2024; Views: 184; Downloads: 7
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6. Leadership and managerial challenges to ensure agile management as a method to enable business success : a Delphi study of the Slovenian health organisationsVasja Roblek, Vlado Dimovski, Kristjan Jovanov Oblak, Maja Meško, Judita Peterlin, 2024, original scientific article Abstract: Purpose
This study aims to apply the Delphi method to explore the possibilities for implementing agility management concepts in Slovenian health-care organisations. Design/methodology/approach
The research is based on a qualitative Delphi study encompassing 15 employees in different Slovenian health-care organisations.
Findings
Slovenian health-care organisations need to be more agile currently. For this reason, it is necessary to begin with organisational changes and organisational learning concepts to educate employees about the meaning and content of agile processes. It is essential to ensure that accepting employee mistakes and offering help to employees becomes normal practice, and it is necessary to ensure the greater trust of the management towards the employees.
Originality/value
The research empowers health-care professionals with new management and leadership concepts, such as agile management, sustainable leadership and leadership development methods in health care.
Keywords: entrepreneurship, leadership, company performance, business efficiency, agile management, delphi study, health-care organisations, organisational transformation, Slovenia, change management, health services sector
Published in DKUM: 08.04.2024; Views: 290; Downloads: 11
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7. 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: 271; Downloads: 9
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8. Artificial-intelligence-supported reduction of employees’ workload to increase the company’s performance in today’s VUCA environmentMaja Rožman, Dijana Oreški, Polona Tominc, 2023, original scientific article Abstract: This paper aims to develop a multidimensional model of AI-supported employee workload reduction to increase company performance in today's VUCA environment. Multidimensional constructs of the model include several aspects of artificial intelligence related to human resource management: AI-supported organizational culture, AI-supported leadership, AI-supported appropriate training and development of employees, employees' perceived reduction of their workload by AI, employee engagement, and company's performance. The main survey involved 317 medium-sized and large Slovenian companies. Structural equation modeling was used to test the hypotheses. The results show that three multidimensional constructs (AI-supported organizational culture, AI-supported leadership, and AI-supported appropriate training and development of employees) have a statistically significant positive effect on employees' perceived reduction of their workload by AI. In addition, employees' perceived reduced workload by AI has a statistically significant positive effect on employee engagement. The results show that employee engagement has a statistically significant positive effect on company performance. The concept of engagement is based on the fact that the development and growth of the company cannot be achieved by increasing the number of employees or by adding capital; the added value comes primarily from increased productivity, which is a result of the innovative ability of employees and their work engagement, which improve the company's performance. The results will significantly contribute to creating new views in the field of artificial intelligence and adopting important decisions in creating working conditions for employees in today's rapidly changing work environment.
Keywords: artificial intelligence, leadership, employee engagement, company performance
Published in DKUM: 02.02.2024; Views: 316; Downloads: 49
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9. MANAGEMENT IN THE TIME OF COVID-19 CRISISTamara Trajković, 2023, master's thesis Abstract: The outbreak of the COVID-19 pandemic in December 2019 in Wuhan, China, swiftly evolved into a global crisis affecting numerous countries worldwide. This study examines the management response of companies to the unprecedented challenges posed by the pandemic. The aim is to assess the effectiveness and adequacy of management strategies and explore changes in the implementation of management activities within the basic functions of management in changing circumstances.
The research begins with a comprehensive review of available literature to establish a theoretical foundation. Key concepts related to management, its roles, crisis situations, and risk management are examined. Eminent scientists' perspectives on crisis management, particularly in the context of the global COVID-19 pandemic, are analyzed to gain a deeper understanding of the topic. The research conducted involved a comprehensive analysis of responses provided by a diverse group of respondents, consisting of professionals from various industries. The key findings shed light on the changes in management, leadership, and business approaches adopted by companies during the pandemic.
Keywords: management, leadership, management work, crisis, COVID-19, digitalization, digital transformation.
Published in DKUM: 21.08.2023; Views: 351; Downloads: 34
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10. Transformational leadership styles in Slovenian PoliceDžemal 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 in DKUM: 05.05.2020; Views: 1349; Downloads: 61
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