Management, Organization and Fear

Bugdol, Marek; Nagody-Mrozowicz, Kazimierz

doi:10.4324/9781003053811

Cited by 2 publications

(4 citation statements)

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“…In the 1980s, a new approach to leadership emerged in which the leader is someone who defines organizational reality by articulating a vision that reflects the organization's mission as well as the values that will support it (Koontz et al, 1989;Nagody-Mrozowicz, 2021). Therefore, this new view of leadership distinguishes a leader with charisma (French and Raven, 1959).…”

Section: Discussionmentioning

confidence: 99%

“…In light of the obtained research results, several implications and recommendations can be formulated for the process of developing the properties and features of responsible leadership: Leadership should be aimed at reducing stress factors and fear (Bugdol et al, 2021), as well as at creating conditions conducive to developing attitudes of courage in both superiors and subordinates. Responsible leadership is a relationship of mutual trust between group members in which they play complementary roles of leader and follower.…”

Section: Discussionmentioning

confidence: 99%

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Responsible leadership in a military organization (in the light of opinion surveys of professional soldiers)

Nagody-Mrozowicz,

Pietrakowski

2024

Hum. Resour. Manag. Serv.

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<p>Military leadership is currently an extremely popular and important aspect of managing human resources in difficult, changeable, and unpredictable conditions. The solutions used in modernly managed, well-organized, subsidized, and ethically militarized systems become a point of reference and a model for organizations that encounter perturbations in the management of the organization’s human resources. The most important of them are certainly the sense of trust of subordinates in their superiors and the leaders’ responsibility for the level of staff development. The aim of the research undertaken was to verify the thesis that can be formulated in this affirmative sentence: “A modern commander should be honorable, self-confident, and have the ability to influence his subordinates and shape friendly interpersonal contacts in the group he reports.” The literature search in the field of leadership and questionnaire research were aimed at answering the main research question: “What mental properties and behavioural features should characterize a responsible leader in military organizations?”. The work uses the diagnostic survey method, and the interview was conducted using a multi-factor survey questionnaire on a 30-person study group consisting of professional soldiers aged 25–40. The adopted age range of the study group corresponds to the period of active military service, from the age of graduation to the year of termination of active military service. The Multifactor Leadership Questionnaire is composed of two scales, creating a total of 37 randomly ordered statements in the form of single-choice questions. To analyze the distribution of answers, ranks were used to assess the degree of their compliance with the respondents’ beliefs. Based on the conclusions from the conducted research, we have grounds to believe that professional soldiers expect their leader to be helpful to his subordinates and to ensure that the soldiers are motivated to act and perform their tasks. An important behavior that is expected from the commander is the desire to have a common mission in achieving the goal. Based on the research results, it was found that an undesirable feature is the inconsistency of commanders when pointing out the mistakes of their subordinates, who do not devote interest and time to learning how to avoid mistakes and to improve the competence of their subordinates.</p>

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Responsible leadership in a military organization (in the light of opinion surveys of professional soldiers)

Nagody-Mrozowicz,

Pietrakowski

2024

Hum. Resour. Manag. Serv.

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“…Qualitative variables (responses to questions) were described using counts (n) and percentage distribution (%). In addition, for the purpose of examining the relationships between selected variables (i.e., regarding the importance ratings of individual criteria for employee evaluation and the degree of satisfaction with the scope of duties), these variables were recoded into a point rating scale (1)(2)(3)(4)(5), and the results-as measurable variables-were presented using the basic parameters of descriptive statistics. The assessment of the consistency of the above quantitative (measurable) variables was carried out using the Shapiro-Wilk test [44].…”

Section: Methodsmentioning

confidence: 99%

“…Employee evaluation is an important part of human resource management [2,3]. It helps to consciously shape the personnel policy of the organization [4]. When properly conducted, it has a positive impact on the quality of processes, work efficiency, and the performance of the organization, as well as on the motivation and professional development of employees [5,6].…”

Section: Introductionmentioning

confidence: 99%

Employee Attitudes towards Employee Evaluation Systems in the Utility Sector: A Case Study of Sewage and Water Supply Ltd., Rybnik, Poland

Kuzior

Ober

Karwot³

2022

Sustainability

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Employee evaluations are an extremely important element of human resource management. On the one hand, many studies have confirmed their indispensability, and on the other hand, they have been described as the most controversial elements of management that can lead to many conflict situations in an organization. The present study aimed to assess the attitudes of employees toward employee evaluation systems using the example of PWiK Rybnik (Sewage and Water Supply Rybnik). The municipal sector, and especially water and sewage companies, are characterized by an approach to the provision of services from a natural monopoly perspective. The above situation enforces in the sphere of management certain behaviors towards employees and may affect attitudes towards the employee evaluation system. This study assumed the hypothesis that employee attitudes toward the employee evaluation system are skeptical. A diagnostic survey method with a questionnaire technique was used to verify the hypothesis and answer the formulated research questions. The survey questionnaire consisted of 16 mixed questions, including four to collect anonymous sociodemographic information. The results of the conducted survey were subjected to statistical and descriptive analysis. Based on the analyses performed, it could be concluded that the employees expected constructive feedback from their supervisors, and traditional employee evaluation via a form was often viewed as its negation. Evaluations should also take into account social factors, as people are definitely more motivated and inspired by a constructive conversation than by a form presenting quantitative data.

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Management, Organization and Fear

Cited by 2 publications

References 0 publications

Responsible leadership in a military organization (in the light of opinion surveys of professional soldiers)

Responsible leadership in a military organization (in the light of opinion surveys of professional soldiers)

Employee Attitudes towards Employee Evaluation Systems in the Utility Sector: A Case Study of Sewage and Water Supply Ltd., Rybnik, Poland

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