Communication as a measure of leadership performance

Stojanović, Suzana; Marić, Slobodan

doi:10.5937/aneksub1840081s

Cited by 6 publications

(4 citation statements)

References 21 publications

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“…Theoretical papers and meta-analyses point out a positive correlation between leadership style, contextual performance, employee performance, and the organisation's results (Dumdum, et al, 2002). Also, empirical research conducted in companies from developed countries shows that leadership style significantly impacts employee's contextual performance (Osabiya, 2015;Yoshioka, 2009;Stojanović & Marić, 2018). On the discrete contextual level, people-oriented leadership styles play an important role in shaping contextual performance and have a high impact on employees' job performance (Osborn, Hunt & Jauch, 2002;Antonakis, 2017).…”

Section: Contextual Performance As a Results Of Leadershipmentioning

confidence: 99%

The Impact of Leadership Style on Contextual Performance: Evidence From Serbia

Jelača¹,

Berber²,

Đukić³

et al. 2023

TEME

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The primary purpose of this research paper is to present an empirical study framed by the Situational Leadership Theory, also referred to as the Hersey-Blanchard Model, which states that people-oriented leadership behaviours, which include more employee participation, are positively related to contextual performance. The data used in this research was collected through a combination of two quantitative instruments aimed at determining the relative contribution that the independent variables (leadership style) make to the dependent variables (contextual performance). The main method used in this research is hierarchical regression analysis. The research results revealed that people-oriented leadership behaviours with more employee participation (dominant delegating leadership style) have a positive and significant relationship with contextual performance. In terms of practice, this paper may enable organisations to understand the need for an adequate leadership style that ensures greater employee commitment and employee readiness to make additional efforts, which are beyond the job description. In terms of originality and value, along with previous research in this area, this paper enables future research and contributes to a better understanding of the impact of an adequate leadership style, as a predictor variable, on contextual performance, as dependent variables.

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Section: Contextual Performance As a Results Of Leadershipmentioning

confidence: 99%

The Impact of Leadership Style on Contextual Performance: Evidence From Serbia

Jelača¹,

Berber²,

Đukić³

et al. 2023

TEME

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“…There is a continuing need to improve existing and develop new leadership styles that will meet the increasingly complex requirements of contemporary business. Thus, according to Stojanović and Marić (2018), contemporary organizations, especially knowledge-based organizations, require a greater number of adequate leadership styles, for example: (a) involving all employees in leadership processes, in order to ensure responsible self-leadership and effectively shared -leadership;…”

Section: Most Authors (For Examplementioning

confidence: 99%

Leadership, LMX and teaching process quality in primary schools

Tasić

Merdović²,

Jankov

et al. 2020

Anali Ekon fak Subotica

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The aim of the research in this paper is to examine the direction and intensity of the influence of leadership in schools and the LMX relationship on the teaching process, and the personal and ethical development of pupils. The survey was conducted by means of a questionnaire, and the respondents were teachers in elementary schools in Serbia. A total of 406 valid questionnaires were collected. The average scores of leadership, LMX relationships, the teaching process and pupils' development are high. Transformational leadership is more pronounced than transactional leadership. All the dimensions of leadership, as well as all the aspects of the LMX relationship, have a statistically significant and positive influence on the teaching process, as well as the ethical and personal development of pupils. The strongest influence of leadership and the LMX relation on the dimensions of the teaching process occurs for those dimensions which include activities outside the classroom, while the weakest impact on the teaching process dimensions exists for those dimensions directly related to teaching activities over time. Principals should be more interested in the work of individual teachers and provide them with appropriate feedback. In general, principals should work continuously to improve leadership and LMX relationships.

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“…Using several facts, primarily the importance of knowledge as a key factor of business and the main source of competitive advantage, on the one hand and unlimited human resources in the business process on the other, we can confirm the views that critical quantity is manifested by transformation into a new quality, especially when knowledge and the possibility of cognition are concerned. Unlike the traditional approach to leadership development, according to the above authors, it is necessary that all employees are involved and contribute to leadership development (Stojanović & Marić, 2018). Furthermore, the area of motivation, which is a key factor of individual contribution, achieved results and goals.…”

Section: Introductionmentioning

confidence: 99%

Leadership style and employee readiness: Basic factors of leadership efficiency

Rodić¹,

Marić²

2021

Strategic Management

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The scope of this study is based on the Situational Leadership Theory according to the model created by Hersey and Blanchard, predominantly defined by two research sub-fields: leadership style and readiness of employees. This model distinguishes four different leadership styles, while the subject area of readiness of employees comprises two components: readiness of employees based on the competency component and readiness of employees based on a psychological (motivational) component. The subject matter of the study is to identify leadership style as a new variable which will be utilized for determining the interdependence with leadership efficiency levels and readiness of employees. Leadership efficiency is determined by the degree of compatibility between the dominant style of leadership and the level of readiness of employees. In addition to the main objective of the research, aimed at determining leadership efficiency, significant research findings come as a result of specific objectives. That is impact of the dominant leadership style on readiness of employees and leadership results, based on each specific component. The sample will be a random sample from a finite population of units, with repeated sampling and known probability sampling. A sample of size n=100, with a proportion of 0.10, is based on a list of top 100 biggest companies in the Republic of Serbia in 2019. The application of Principal Component Analysis aims to identify new variables in the form of regression coefficient results, while the application of the hierarchical regression model will help determine the impact of each leadership style on readiness of employees. The study findings confirm the basic hypotheses of the aforementioned model, with regard to the results of leadership efficiency, as well as its impact of each leadership style on readiness of employees.

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Communication as a measure of leadership performance

Cited by 6 publications

References 21 publications

The Impact of Leadership Style on Contextual Performance: Evidence From Serbia

The Impact of Leadership Style on Contextual Performance: Evidence From Serbia

Leadership, LMX and teaching process quality in primary schools

Leadership style and employee readiness: Basic factors of leadership efficiency

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