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• Servant, Ethical and Authentic Comparative Analysis of Leadership Styles in the Light of the Challenges of the BANI World

  43-52

  László Kollár

  Anita Pierog

  Views:

  90

  In a globalised and accelerated economy, managers are under increasing pressure to reconcile organisational goals that are independent from human being with the reality of human relationships. The human being, as a being with intellect and senses striving towards happiness, is the focus of positive leadership styles and is their major concern in the field of management theory. In this article, three such positive styles, authentic, servant and ethical leadership principles and their operating conditions are compared using international literature. The literature time span of about two decades shows that the evolution of the ethical leadership literature has slowed down, while the authentic and servant leadership literature has continued to evolve and is still evolving today. The comparative table that appears in this study highlights both commonalities and distinctions, in that, in addition to high moral and ethical standards, the authentic style focuses primarily on the person of the leader, the ethical leader on the ethical standards of the organisation, while the servant leader focuses on the development of the well-being of the subordinate, the other person, even through self-sacrifice.  We intend to use the results of this research to investigate measures of positive styles, preparing the scientific ground for future primary empirical field studies.

• Opportunities for Keeping Talent Highlighting Career Needs

  31-43

  Éva Gergely

  Anita Pierog

  Views:

  447

  Organizations should focus not only on finding a workforce, but also on finding a talented employee and to be able to keep them. That is why we considered it important to pay attention to talents and careers. In this paper, we attempt to identify those factors which are important for career prospects among future employees and those already in the workforce. Moreover, we want to identify the factors which those who are already employed consider to be factors influencing their career prospects. We conducted a survey of students using questionnaires. 116 questionnaires were completed, of which 73 were filled in by BSc / BA students and 43 by Msc / MA students. We sought to discover to what degree the respondents considered the career factors we presented them with as influencing their ability to acquire an ideal job, as well as to what degree the same career factors would be able to assist them in their future career advancement. Presently, in their roles as students seeking gainful employment, important factors include perseverance, diligence, knowledge, and aptitude, all of which the respondents feel will become even more important in making their later advancement possible. At present, they do not consider the support of companions / partners and morality important; but they consider the support they receive from their colleagues to be a factor which grows in importance over time. In the questionnaire survey of employees, we were looking for two answers. On the one hand, which factors are important in shaping their careers, and on the other hand, at the workplace, which factors were related to employee retention and satisfaction. For their careers, they consider it important to have diligence, morality, and the support of colleagues. These results are similar to the views expressed by the students. However, those who already work consider ‘kissing up to the boss’ to be more important for their advancement possibilities than the students did. The responses concerning factors contributing to successful employee retention brought interesting results. Factors that are most commonly fulfilled, such as a good co-worker relationship and the working relationship with a leader, are barely above the average score of 4, which is actually a result that is above average. Medium results include the realization of independence, challenging work, fair pay and career prospects factors, all of whcih would be vital for talented people to experience flow in their careers. In the long term, leaders and HR professionals need to pay attention to take calculated, equisite steps to keep talented workers.

• Explore Adult Learning Motivations of Various Training Levels

  429-444

  Anita Pierog

  Views:

  1172

  Continuous learning is part of everyday life. It may be formal, non-formal or informal nature. The formal learning that takes place at school, is the basis of expertise. Why someone sitting to school? There can be given many answers to this question. The motivation for learning develops due to both internal and external factors. And even age groups and training as equally different. With regard to adult learning motivation was examining several surveys. The study is a summary of the test results. There was three target group: high school seniors, correspondence master's students and participants accredited training. The surveys set out to discover Why learn the various forms of training. The questions in each test were different but comparable. For participants accredited training habitual motivation is crucial. Their joy and pride of the family is less important to them. , Correspondence master's students were considered the most important things income, learning, and knowledge. Although the perception of other age groups, both the habitual and the actual motivation appears in every group. While high school students based on the results we can say that the more motivation to achieve a goal, such as employment, income acquire. so prominent the habitual motivation. In their case it emphasized that a distinction was made between friendship and relationship network. Namely, the friendships are not identified with the mere knowledge that may be necessary in order to achieve future goals.

• Z Generation’s Expectations Against Leaders

  1-11

  Anita Pierog

  Panni Erdei

  Éva Gergely

  Views:

  1566

  Expectations and ideas of labor market, workplace and leaders vary among different generations. In the current study we discuss the results of a word association survey which was conducted in 2015 among students in higher education. Students were asked to write down their first thoughts that they consider important against leaders. 391 students participated in the survey. The students formulated 20 different attribute-groups which can be classified into three main groups. Most of them defined sturdiness and empathy as their most important expectations against leaders. Attributes defined by 3-8% of respondents form the second group, while attributes defined by 1-2% are in the third group. The results show that sturdiness, confidence and authority are high above the most important skills for Generation Z.