Az autentikus vezetés jellemzőinek vizsgálata hazai felső vezetők élettörténetében

Cserháti, Gabriella; Fehérvölgyi, Beáta; Csizmadia, Tibor; Obermayer-Kovács, Nóra

doi:10.14267/veztud.2021.04.09

Cited by 3 publications

(5 citation statements)

References 26 publications

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“…An authentic leader is a mature leader with a strong, values-based, self-regulating personality with profound social and moral responsibility and generally has the personality trait of being sensitive to work-life-family balance (Cserháti, Fehérvölgyi, Csizmadia, & Obermayer, 2021).…”

Section: Leadership Stylesmentioning

confidence: 99%

“…ue-based leadership, but are not necessarily aligned with entrepreneurial leadership (Gupta et al, 2004). Authors on authentic leadership have suggested a long development process (Cserháti et al, 2021) during which leaders mature (Bakacsi, 2019) and become authentic leaders. This research does not aim to explain this phenomenon in detail.…”

Section: Studies and Articlesmentioning

confidence: 99%

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The Four Leadership Styles of Entrepreneurs. A Competency-Based Model for Entrepreneurial Leadership

Kassai

2022

Veztud

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This research addresses a gap in the literature of a comprehensive model for entrepreneurial leadership style and constructs a model of the entrepreneur-specific leadership style approaching the topic from the angle of competencies. This study methodologically applies literature research and the case survey method with multiple types of quantitative analysis. The paper introduces five leadership dimensions to structure relevant entrepreneurial leadership competencies and identifies the most vital critical entrepreneurial leadership competencies as partnering, communication and discovering customer needs. Four leadership styles – Lone Wolf, Team Builder, Explorer and Architect – are suggested as characteristic for successful entrepreneurs. This paper is the third in a sequence of research papers and presents significant new findings from the research programme.

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Section: Leadership Stylesmentioning

confidence: 99%

Section: Studies and Articlesmentioning

confidence: 99%

The Four Leadership Styles of Entrepreneurs. A Competency-Based Model for Entrepreneurial Leadership

Kassai

2022

Veztud

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“…Az autentikus vezetők vizsgálata (Cserháti et al, 2021) azt mutatta, hogy a vezetők szigorú értékrendjükkel összhangban cselekednek, a környezetük iránti érzékenység megjelenik a vezetői szemléletükben. A szervezeti a változások során az autentikus vezetői felfogás (authentic leadership) hatására megélt munkavállalói bizalmat és érzelmeket Agote, Aramburu & Lines (2016) vizsgálta kvantitatív kutatás keretében, HR-vezetők bevonásával.…”

Section: A Klinikai Vezető Szerepe a Változásvezetésbenunclassified

Vezetői kompetenciák elemzése a szervezeti változásokra való felkészültség alapján : A jordán egyetemi oktatókórházak példája

Krenyácz

Alotaiby

2022

Veztud

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A vezetői készségek a szervezetek teljesítményét javíthatják, és közvetlenül hozzájárulhatnak a pozitív és fenntartható szervezeti változáshoz; igaz ez a dinamikusan változó egészségügyi környezetben is. Jelen kutatás egy nemzetközi mű-helymunka alapján létrejött keretrendszerben (Medical Leadership Competency Framework) vizsgálja, hogy a jordán ok-tatókórházak klinikai vezetőinek a kompetenciái mennyire jelennek meg a vezetői magatartásukban, illetve ezek milyen összefüggésben állnak a vizsgált vezetők demográfiai változóival. A kutatásban kvantitatív leíró vizsgálat készült: 110 kli-nikai vezető validált kérdőívet töltött ki, majd az adatokat többváltozós varianciaanalízissel elemezték a szerzők. A klinikai vezetői kompetenciák közül az integráció, az empátia és az innováció a jellemzően alkalmazott kompetencia. A vizsgált kompetenciák és a demográfiai változók (vezetők neme és életkora) között kapcsolatot találtak. Az életkori csoportok elemzéséből jól látható, hogy a klinikai vezetői készségek fejlesztése időigényes (főként a személyzet irányításával és a munkakörnyezettel kapcsolatos készségeké), viszont elengedhetetlen a környezeti, szervezeti változásra való felkészült-séghez.

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“…It is also noteworthy to compare authentic leadership to entrepreneurial leadership. An authentic leader is a mature leader with a strong, value-based, self-regulating personality with profound social and moral responsibility and a personality trait sensitive to work-life-family balance (Cserháti, Fehérvölgyi, Csizmadia, & Obermayer, 2021). Some of the vital entrepreneurial competencies align with the characterisation of authentic leaders ( for example, value-driven).…”

Section: Contemporary Leadership Modellmentioning

confidence: 99%

“…However, when we consider the list of contra-productive entrepreneurial leadership competencies (maintain work-life balance, ethical, patient, compassionate, caring, tolerant), they directly contrast with authentic leadership. Authors on authentic leadership suggest a long development process (Cserháti, Fehérvölgyi, Csizmadia, & Obermayer, 2021) while leaders mature (Bakacsi, 2019) and become authentic leaders. This research does not deliver sufficient evidence to explain this phenomenon convincingly.…”

Section: Contemporary Leadership Modellmentioning

confidence: 99%

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

Kassai¹

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There has been recently an emerging academic debate on entrepreneurial leadership style and related contingency models No generally accepted model for entrepreneurial leadership style and its measurement has arisen so far. This research contributes to the debate by summarizing what scholars have achieved so far, but more importantly, it introduces a new approach with applying leadership competencies for constructing the model of entrepreneurial leadership styles. The ultimate objective of this research is to understand what leadership styles entrepreneurs employ to overcome challenges they face during the entrepreneurial process. This work aims to contribute both theory and practice by proposing a comprehensive model for entrepreneurial leadership styles by applying entrepreneurial competencies. The study relies on a multi-step research process that combines qualitative and quantitative elements and employs methodological triangulation. Successful entrepreneurs employ various leadership strategies and rely on a wide range of leadership competencies to achieve their goals. The paper presents the list of and ranking of the most critical entrepreneurial leadership competencies required for entrepreneurs to succeed. The research identified five leadership dimensions, four leadership styles, and the paper explains the characteristics, strengths and weaknesses, common pitfalls, and development needs of entrepreneurs style by style. Four leadership competency dimensions (Imagination, Social, Execution, Organizational) found in the research help to explain how successful entrepreneurs apply diverse leadership styles to achieve their goals. A fifth leadership dimension (Personal) presents the leadership competency dimension that separates entrepreneurs from the rest of the World. This leadership dimension contributes to answering the question of who becomes an entrepreneur. The study also found that adapting their leadership style to the situation and the life phase of a venture is essential for selecting the appropriate leadership competencies. Entrepreneurial leadership is situational. It was shown that the appropriate entrepreneurial leadership style is contingent on the situation and the development life-stage of the venture is a relevant factor to that. Entrepreneurs with the style of “Lonely Wolf “may kick-start their business in the phases of “inception” and “survival”, but the leadership style of “Team Builder” and “Architect” is far more often observed at entrepreneurs who can scale their business and graduate their venture to the phases of “growth”, “expansion” and “maturity”. “Explorer” entrepreneurial leadership style is particularly useful when a venture develops or reinvents its product or service offering or makes a shift in its corporate strategy. A diverse and adaptable set of competencies is required to build a business; an entrepreneurial partnership of individuals with complementary leadership competencies is often the key for entrepreneurial success.

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Az autentikus vezetés jellemzőinek vizsgálata hazai felső vezetők élettörténetében

Cited by 3 publications

References 26 publications

The Four Leadership Styles of Entrepreneurs. A Competency-Based Model for Entrepreneurial Leadership

The Four Leadership Styles of Entrepreneurs. A Competency-Based Model for Entrepreneurial Leadership

Vezetői kompetenciák elemzése a szervezeti változásokra való felkészültség alapján : A jordán egyetemi oktatókórházak példája

How successful entrepreneurs lead? : Multi-method Analysis of Entrepreneurial Leadership

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