Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.

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.

Delo od doma in delo na daljavo je vse bolj priljubljeno, namreč vse več organizacij pristopa k tovrstnemu načinu dela, saj prinaša veliko prednosti, kljub temu pa se še vedno pojavljajo določeni izzivi. V poglavju proučujemo delo od doma in delo na daljavo z vidika vodenja. Na podlagi raziskave smo izvedli intervju z direktorjem podjetja Aparati d.o.o. mag. Primožem Penco, pri čemer smo spoznali pripravljenost organizacije na obdobje dela od doma med pandemijo covida-19, potek dela in vodenja s pripadajočimi izzivi ter spremembami. Ugotovili smo, da je bila organizacija dobro pripravljena na prehod na delo od doma in da so tako zaposleni kot vodje naklonjeni tovrstni obliki dela tudi v prihodnje. Podali smo predloge za izboljšave, kjer smo navedli, da lahko organizacija nameni še več pozornosti dosledni komunikaciji, vzpostavitvi sistema deljenja dokumentov, nudenju možnosti dodatnega usposabljanja in izpopolnjevanja zaposlenih glede dela od doma, komunikacijskih veščin ter pripadajočih kompetenc in socialni interakciji med zaposlenimi za ohranjanje zadovoljstva na delovnem mestu, ugodne organizacijske klime in kakovostnih medsebojnih odnosov.