Leadership competencies in communal policy

Jankelová, Nadežda; Joniaková, Zuzana; Čajková, Andrea; Romanová, Anita

doi:10.24040/politickevedy.2021.24.1.181-204

Cited by 12 publications

(6 citation statements)

References 28 publications

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“…The attitude of the principal also influences a good work team, the general atmosphere in the workplace, and the working environment, which in turn affect the feeling of satisfaction. The aforementioned is supported by the research of Ashraf [78], Jankelova et al [79], and Shafagatova et al [80].…”

Section: Resultsmentioning

confidence: 70%

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

et al. 2023

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Human resources refer to a special and unique field as they are the most valuable but also the most costly factor of production. The aim of the research is to analyze the level of motivation of university teachers in Slovakia in terms of time and age, and to define the motivational needs of university teachers. The method of sociological questioning is used. The collected data from 2016 university teachers from Slovak technical universities are analyzed using the Tukey HSD test. Based on the research results, it can be stated that university teachers are the most motivated by relational and financial motivational factors. There is a significant change in the level of average importance of motivational factors across time (years), but there is no change in their structure. In terms of the age factor, significant differences over time are identified. Finally, Slovak teachers display the need for a more respected social status and a better image of their profession. The research findings will help university managers in raising the level of teachers’ motivation and in designing motivation programs.

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Section: Resultsmentioning

confidence: 70%

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

et al. 2023

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“…As for planning, the manager decides which activities will be carried out and when these activities will be carried out. Some activities, according to Jankelova et al (2021), need to be carried out in the near future, and some can withstand postponement. It is very important that the manager knows when which activity needs to be performed, because sanctions may result from a failure to fulfill the given obligation.…”

Section: Managerial Skills Of the Executivementioning

confidence: 99%

A Critical Analysis of the Rights and Obligations of the Manager of a Limited Liability Company: Managerial Legislative Basis

Peráček

KAŠŠAJ

2023

Laws

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The rights and obligations of an executive as a top manager of a limited liability company seem to be a long-settled question. However, the opposite is true. We were particularly interested in the question of the rights and obligations of the manager as a statutory body of the most widespread type of business company. A very important issue is the definition of the relationship between the limited liability company and the manager. The reason for this is the fact that it is a business–legal relationship and the protection provided to the executive in relation to the business company is based only on their mutual contractual basis. In addition to the examination of managerial knowledge and skills, we focused primarily on a critical analysis of the legal definition of the rights and obligations of an executive and their responsibility towards a limited liability company. As part of our research, we analyzed extensive jurisprudence, which completed our understanding of the concept of an executive and also defined the framework of not only their actions, but especially their rights and obligations. To achieve our goal, we used several scientific methods designed for the study of law, such as analysis, synthesis, comparison, deduction, and description. We critically evaluated the results of our research and compared the development of Slovak and Czech jurisprudence in the context of its influence on the investigated issue. At the same time, we answered the research question of whether legislative intervention is necessary for the already existing rights and obligations of a manager in relation to their limited liability company. This analysis of the rights and obligations of the manager of a limited liability company has several implications for both managers and companies as a whole, such as managerial autonomy, accountability, responsibility, and the balance of power. The research findings highlighted the significant decision making authority granted to managers. The obligations identified in the analysis emphasized the need for managers to act responsibly and be accountable for their actions. The rights and obligations of managers need to be balanced with the interests of other stakeholders, particularly the company’s members. In conclusion, the critical analysis of the rights and obligations of the manager of a limited liability company, based on the managerial legislative basis, revealed that managers possess decision making authority, profit distribution rights, limited liability protection, and entitlement to compensation. However, they are also obligated to fulfill fiduciary duties, comply with laws and regulations, maintain proper records, and exercise due care. The research underscored the significance of managerial autonomy, accountability, and a balanced exercise of power in a limited liability company. By understanding and adhering to their rights and obligations, managers can effectively navigate their roles while contributing to the success and sustainability of the company

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“…Where a cultural profile includes a strong tendency for people to look to leadership for direction, it is especially important for that leadership to be clear. Vagueness or equivocation in leadership leads rapidly to paralysis [87]. The government may set new objectives without changing existing objectives or constraints that contradict the new ones.…”

Section: The Bigger Picturementioning

confidence: 99%

Transitioning to Smart Cities in Gulf Cooperation Council Countries: The Role of Leadership and Organisational Culture

et al. 2023

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The concept of Society 5.0, first introduced by Japan in 2016, has become a widely accepted model for the development of social infrastructures across the world. It is a model which is expected to take root globally over the next few years. It is also a model which has smart cities, which are connected and inclusive, at its core. The role of open data is critical to smart cities, and the ability to design and implement strategies for its use is a crucial element in their growth and success. This requires a leadership and organisational culture that embraces the concept of open government data (OGD) and understands its key role in the development of smart cities. In this paper, we examine how the leadership and organisational culture in Gulf Cooperation Council (GCC) Countries has impacted the progress of OGD initiatives and, therefore, the transition to smart cities. This is approached via a re-analysis of data from an earlier study in which semi-structured interviews were used to understand the views and attitudes of a range of senior government department personnel in OGD-related roles, where here a new thematic analysis seeks to identify clearer pointers to attitudes and practices directly relating to smart cities and Society 5.0. The focus on internal factors, such as leadership attitudes and organisational culture, as opposed to external factors, such as technology and resources, differentiates this research from previous studies and adds to our current knowledge. The findings lead to a discussion that identifies a likely gap in the leadership provided by more senior figures. A pilot study of a group of these leaders suggests a generalised problem with communication of policy, objectives and strategies, which is crucial to overcoming cultural impediments to smart city development. While further research is required, a need clearly emerges for significant changes in attitude and application at senior managerial and leadership levels if strategic goals are to be achieved. The paper also makes a number of specific recommendations for activities that could improve progress and indicate areas where more research would be beneficial.

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Leadership competencies in communal policy

Cited by 12 publications

References 28 publications

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

Managing Employee Motivation in Slovak Universities from the Perspectives of Time and Age

A Critical Analysis of the Rights and Obligations of the Manager of a Limited Liability Company: Managerial Legislative Basis

Transitioning to Smart Cities in Gulf Cooperation Council Countries: The Role of Leadership and Organisational Culture

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