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Servant, Ethical and Authentic Comparative Analysis of Leadership Styles in the Light of the Challenges of the BANI World
1-10Views:32In 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.
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Ethical Leadership, at the Beginning of a Research
188-195Views:294In this study I deal with the ethical leadership. I give an insight into the approaches of ethical leadership, give a literature review on the concept of ethical leadership, and introduce the measurement methods used in the most important empirical researches related to this topic. I also try to report on the first results of my research (I plan to describe features of Hungarian leaders based on a smaller sample). How does this relate to the challenges of Industry 4.0? I give the answer from the fact that, with the advent of these new technologies (which in themselves have ethical questions), among these new challenges, the focus of the manager's attention will continue to be partly on their employees. If they set an ethical example for their subordinates, they encourage their employees to act ethically, which gives the company a competitive edge in many ways, both in the product/service market and in the labor market too. So, with my study, I would like to draw the attention of executives and managers to the fact that new technologies and the human factor together bring new successes, and that one possible way of doing this is by consciously managing their company ethically and developing an ethical organizational culture.
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Evolution, Place and Role of Controlling in a Business Organisation
466-477Views:972The development of controlling can be traced back to the beginning of 20th century. Thus it has one century of continuous scientific development. Controlling has been applied in fields such as finance, manufactureproduction, and trade sales. In financial accounting different activities have been formed for planning and accounting costs and performance. These activities were integrated by management accounting, which serves the ever growing information needs of the management. In addition to the operational functioning of growing and diversification companies controlling covers even the strategic level. The primary focus of controlling activity at 21st-century businesses is to improve organisational performance. Previously there were differences between the German and Anglo-Saxon trends. According to the German trend controlling is a set of instruments that provides the required information needed for management decision-making and based on it planning, monitoring, and controlling activities could be achieved. Furthermore, the German trend considers that a particular department is responsible for controlling activities. Conversely, according to the Anglo-Saxon conception controlling is considered as a part of management and managers are responsible for efficient allocation of resources, the so-called „management control”, carrying out planning and controlling tasks at the same time. Some differences can be recognised between the two conceptions about where is controlling placed in companies within the organisational framework. However, it can be stated as a fact, that management and controlling are inseparably linked, and the aim of both fields is to increase the performance of a company.
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Examination and Comparison of Leadership Style of Two Multinational Company
1-9Views:1573A vezetés a 21. században az élessé vált gazdasági válságban való versenyképesség megtartásában és megőrzésében kulcsfontosságú szerepet játszik. Ehhez hozzájárul az a tény is, hogy a vezetés nem csak alakítója, hanem része is annak a viszonynak, hogy a vevői szükségletek és a szervezet követelményei úgy kerüljenek összhangba, hogy mind a két fél elérje a céljait. Egy vezető feladata, hogy összekapcsolja az egyéni és a szervezeti célokat, elérve ezáltal a legjobb szervezeti teljesítményt és a legnagyobb munkavállalói elégedettséget. Ehhez viszont szükséges felismernie azt, hogy a vállalati kultúra és az egyes munkavállalók milyen vezetési stílus alkalmazását követelik meg. Kutatásunk célja, hogy két multinacionális vállalat esetében egy vezetési stílust mérő kérdőív segítségével feltárjuk a sikeres vezetés ismérveit és összehasonlítsuk a kapott eredményeket.
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Evolution of Lean Management and the Organizational Learning
251-259Views:601In industry, service and public sector lean approach is gaining ground. However, there is a significant difference between the organizations applying lean concept in case of their lean transformation maturity level as well as their lessons learned. There is a huge variety of methods and techniques which can be used but there are two conditions in case of every organization regardless their sector or their lean maturity level which determine the success of their lean development: lean approach leader and learning organization. Lean leadership is not based on a particular sector or method and a ready-made lean organization is not needed either. The concept of the top management has a huge effect on the characteristics of theorganization but whether the will of the management is enough for the complete transformation or not is the question. Is the target the lean organization itself or how a unit of an organization or the whole organization can react to the change of the environment? The attitudes and behaviors of lean approach leadership can be applied every day, everywhere and support the aim of creating a real lean organization.
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Study on Learning Motivation of Master's Students in Management and Leadership at the University of Debrecen
69-79Views:120The aim of our study is to present the topic of adult learning. To do this, we first define the definitions and importance of learning in a person’s life. We then turn to the historical background and evolution of adult learning. The motivation of adult learning as a function of different motivational theories is presented. In the second half of the study, an initial research focusing on the motivation of adult learning is presented. The subjects of our research are young adults who are pursuing their master's degree in management and organization at the Faculty of Economics of the University of Debrecen. We want answers to the extent to which different factors motivate young adults in studying. With the results, we want to give an idea of how the learning motivation of the students can be characterized by both lecturers and human resource professionals working in the private sector. We intend to expand the research to a larger sample in the future.
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Menedzsment módszerek az Ipar 4.0 tükrében
507-514Views:652The fourth industrial revolution poses major challenges for organisations in terms of technological aspects and from a management point of view, too. Good (effective) management is vital as it can help overcome the difficulties arising from shortages of skilled labour and from cost-cutting pressures, and it can help improve efficiency of resources. Innovations require management methods that support the introduction of industry 4.0. In my review of the literature, I aim to find out how the current level of sophistication in this new field can help managers of SME to better embrace change. Based on the reviewed literature, from management point of view, organisational structure, leadership style and HR practices are key to creating an atmosphere conducive to learning and innovation. In terms of structure, researchers do not suggest one thing to apply, but emphasise that industry 4.0 is characterised by an unstable, changing environment, so it is worth developing a structure that is characterised by decentralisation, few rules, horizontal communication and collaborative teamwork, i.e. much more organic than mechanical. In terms of different leadership styles, it is the transformational leadership that is the most often mentioned, however, in case of industry 4.0, we need even more because it can have various limitations. Even before industry 4.0, literature has highlighted that the recommended leadership style can be defined as the combination of transformational and transactional leadership; research in industry 4.0 in recent years also emphasises that it is the expanded construction of a knowledge-driven leadership style that blends the two, which can best facilitate innovation and learning. Managers can develop employee skills and improve their learning abilities through a variety of HR practices. So the right structure, leadership style and HR prepare the organisation for industry 4.0 by facilitating learning, improving skills and innovation.
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Transformation of the Decisional Leadership Role
26-40Views:78Leadership decision-making is important for the successful functioning of organizations, so it is necessary for leaders to understand the factors that impact their decisions. Decision-making is always the responsibility of the leader, but in a changing world, it becomes an even more crucial factor for success. Making good decisions requires time, experience, and thorough problem-solving skills. In my research, through the analysis of scholarly sources, I have identified several role factors that clearly influence the decision-making process and its implementation. Furthermore, I have developed a self-designed questionnaire to examine the decision-making role in modern organizations. I analyzed the data from 230 respondents using various statistical methods. Based on my findings, conflict management, risk-taking, and a thorough understanding of the problem strongly determine leadership decision-making processes. The ability of leaders to effectively manage conflicts significantly impacts their decisions. Risk-taking is also of key importance, as leaders need to recognize the risks associated with a given situation and make decisions accordingly.
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A Debreceni Egyetem Gazdaságtudományi Karának Controlling és teljesítménymenedzsment szakirány kurzusainak értékelése
100-107Views:494It is of major importance for the Faculty of Economics and Business of the University of Debrecen to become familiar with the opinion of students about the education carried out at the University, therefore particular attention is given to the feedback of students related to education. Measurement and evaluation/reviews serve multiple purposes. Students may – if explicit written consent of the lecturer is provided – get to know the opinion of their fellow students about each course, lecturers may receive feedback about the reputation of their courses, the University and Faculties may acquire information about the overall opinion of their students about the training. Feedback is basically suitable for supporting the work aimed at the improvement of training quality. In the scope of present study the reviews submitted by the students of the Controlling and performance specialisation within the Management and Organisation course are introduced.
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Testing the Sametest-effect in a BSc-level Business Communication Course Examination
10-15Views:64Using secondary data, we empirically examine two biasing effects that may arise in the written evaluation of large groups of students. Suppose the students take the examination in consecutive groups, and we wish to avoid the distortion caused by tests of different difficulty. In that case, we can decide to use the same examination questions. However, the danger of the "same test effect" arises, according to which the group writing later can perform better if it receives information from the examinees in the previous round. Using the same examination tests cannot be recommended if that effect is significant. Another related potential phenomenon is the "revealed sameness effect". Accordingly, if the examinees are aware of the repetition of the questions, it significantly increases the scores of the following group. We tested these phenomena using the data of a three-round written examination. A previously published analysis of a larger sample found that the "same test effect" can be expected if the students decide in which round they take the examination. Since it was possible to freely register for the examination rounds for the assessment analyzed in this study, we assume that the "same test effect" will be significant. Based on the literature, we also expected that the "revealed sameness effect" would occur in the third round. The performed linear regression analysis (N=77) only found some weak evidence for the 'revealed sameness effect' but not for the 'same test effect'.
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Vezetési stílusok egykor és most
1-16Views:2881The throughputs of Management sciences have always been in the middle of interest for its 105 years long history. Analysing the management styles is a prospering and actual scientific approach of leadership research. In the following, I present the throughputs of the researches which are applying this approach: I introduce both the „classical”management style models and the new ones. As for„classical”models, I introduce the decision-making oriented typologies, the personality oriented typologies and the situational leadership theories. By „new”theories I introduce the feminin and masculin management styles, the transactional and the transformational leadership and the participative management style. In the article I summarize the internal and external factors that influence the management style, and the same time introduce the outcomes of researches studying the topic.
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Comparing higher education preferences with labour market needs
382-392Views:375Hungarian institutions of higher education play an important role in national economy: they ensure intellectual labour with appropriate knowledge and professional competencies for Hungary in all profession fields. If the rules of private sector are applied for these institutions – interpreting it within a certain framework as the quality of education and research has to be maintained and there are social benefits associated with them -, they owned by the state, their management is the institutional leadership and their consumer is the labour market. Thus, training programmes must or should be developed in accordance with the needs of labour market. It represents a major challenge, even without taking into consideration other factors, since future requirements should be aimed (at least a 3-5 year training period later) – along with a rapid technological development. Even if the state makes significant efforts to adapt training programmes to meet the requirements of the labour market demands, students who want to further their education pay limited attention to these factors in their educational decision-making. Partly for this reason, career transition or shortages may occur in the case of certain professions. This paper seeks to address to what extent the most popular training programmes meet the expectations and to what extent the degree earned may be regarded as a ‘success’ in the labour market; moreover, if they do not overlap each other, how much applicants prefer those training programmes which are to be considered the most successful based on recruitment information. Admission statistics of Education Department and database of DPR provide the necessary information for the period 2010-2017 and these data sources enable authors to follow-up students from application to higher education until employment.
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Examination of Leadership Style with MLQ Among Small Enterprices in Szabolcs-Szatmár Bereg County
36-47Views:781The Full Range of Leadership Model describes different behaviors and styles that differentiate leaders. Managers and leaders use each style, but not egally. The Multifactor Leadership Questionnaire (MLQ) measures the full spectrum of leadership styles. It is widely used by researchers and practitioners. In my paper, after a short theoretical review of the topic and the description of the styles, my empirical analysis is also presented. In my work I examined the leadership style of chief executives of small enterprises in Szabolcs-Szatmár-Bereg county, with MLQ.
