PREFERENCES OF BEHAVIOR TYPES OF LEADERS IN THE PUBLIC SECTOR – CASE STUDY MINISTRY OF DEFENSE OF THE REPUBLIC OF SERBIA
Ivica Matejić - University of Kragujevac, Faculty of Economics, Kragujevac, Serbia
Mihailo Ćurčić - University of Defense, Social Sciences Department, Military Academy Belgrade, Serbia
Radan Kostić - University of Defense, Social Sciences Department, Military Academy Belgrade, Serbia
DOI: https://doi.org/10.31410/Balkans.JETSS.2022.5.1.36-47
Ivica Matejić - University of Kragujevac, Faculty of Economics, Kragujevac, Serbia
Mihailo Ćurčić - University of Defense, Social Sciences Department, Military Academy Belgrade, Serbia
Radan Kostić - University of Defense, Social Sciences Department, Military Academy Belgrade, Serbia
DOI: https://doi.org/10.31410/Balkans.JETSS.2022.5.1.36-47
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Balkans Journal of Emerging Trends in Social Sciences, (2022) , Vol 5, No 1
ISSN: 2620-164X |
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Abstract: The subject of this paper is to determine the preferred style of leadership behavior in public sector employees. A sample of employees of the Ministry of Defense (hereinafter MoD) was used to conduct the research. The Ministry of Defense, as an extremely organizationally and hierarchically defined entity, is interesting for researching the preferences of leadership style and the leader-follower relationship itself. Numerous leadership studies conducted in this type of organization have not been found in practice, and there is a reported scientific „gap” on this topic. The research aims to determine which the preferred leadership style in the MoD is and whether gender, age, and years of service influence the preferred leadership style and the leader-follower relationship. The empirical research was conducted in 2021 in the Military Social Security Fund of the Ministry of Defense of the Republic of Serbia on the cause of 51 respondents, using the survey method. The results of the research showed that the preferred leadership style among MoD employees is participatory leadership and that years of service and age have an impact on the choice of the preferred leadership style, as well as on the leader-follower relationship.
Keywords: Organization, Leadership, Followers, Behavior, Process.
JEL Classification M12 · J53 · D73
Keywords: Organization, Leadership, Followers, Behavior, Process.
JEL Classification M12 · J53 · D73
REFERENCES
Baker, M., Ali, M., & French, E. (2021). Leadership Diversity and Its Influence on Equality Initiatives and Performance Insights for Construction Management. Journal of Construction Engineering and Management, 147(10), 1-38. https://doi.org/10.1061/(ASCE)CO.1943-7862.0002147
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Hemphill. J. K., & Coons, A. E. (1957). Leader behavior: Its description and measurement. The Ohio State University
Howell, J. P. & Costley, D. L. (2001). Understanding Behaviors for Effective Leadership. Prentice Hall
Kuhnert, K. (2018). Leadership developmental level and performance: An investigation of gender differences. Journal of Adult Development, 25(3), 160-167. https://doi.org/10.1007/s10804-017-9281-x
McCormick, B. W., Guay, R. P., Colbert, A. E., & Stewart, G. L. (2019). Proactive personality and proactive behavior: Perspectives on person–situation interactions. Journal of occupational and organizational psychology, 92(1), 30-51. https://doi.org/10.1111/joop.12234
Pierce, J. L., & Newstorm, J. W. (2000). Leader and Leader Behaviors. Leaders and Leadership Process. McGraw-Hill
Stein, M. Vincent-Hoper, S., & Gregersen, S. (2020). Why Busy Leaders May Have Exhausted Followers: A Multilevel Perspective on Supportive Leadership. Leadership & Organization Development Journal, 41(6), 829-845. https://doi.org/10.1108/LODJ-11-2019-0477
Stojanović-Aleksić, V. (2007). Liderstvo i organizacione promene. Ekonomski fakultet Univerziteta u Kragujevcu, Kragujevac
Stojanović-Aleksić, V. (2016). Followers in the organizational leadership process: From attribution to shared leadership. Ekonomski horizonti, 18(2), 139-151. https://doi.org/10.5937/ekonhor1602139S
Stojanović-Aleksić, V., & Krstić, B. (2016). Key determinants of influence in the process of organizational leadership. Ekonomika, 62(4), 17. https://doi.org/10.5937/ekonomika1604017S
Stojanović-Aleksić, V., Stanisavljević, M., & Bošković, A. (2016). The interdependence of leader-member exchange relation and the leadership style: research in Serbian organisations. Economic Themes, 54(3), 363-383. https://doi.org/10.1515/ethemes-2016-0018
Suryani, E., Christian, F., & Farisi, M. I. (2021). Do Participatory Leadership Style, Motivation, and Work Environment Affect Employee Performance? Lessons from Local Organization in An Emerging Country. Britain International of Humanities and Social Sciences (BIoHS) Journal, 3(2), 316-331. https://doi.org/10.33258/biohs.v3i2.453
Taylor, F. W. (1903). Shop Management. ASME Transactions, 24, 1337-1480
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REFERENCES
Baker, M., Ali, M., & French, E. (2021). Leadership Diversity and Its Influence on Equality Initiatives and Performance Insights for Construction Management. Journal of Construction Engineering and Management, 147(10), 1-38. https://doi.org/10.1061/(ASCE)CO.1943-7862.0002147
Davis, K. (1942). A Conceptual Analysis of Stratification. American Sociological Review, 7(3), 309-321. https://doi.org/10.2307/2085360
DuBrin, A. J. (2013). Handbook of research on crisis leadership in organizations. Edward Elgar Publishing
Fayol, M. (1999). From on-line management problems to strategies in written composition. Amsterdam University Press
Hemphill. J. K., & Coons, A. E. (1957). Leader behavior: Its description and measurement. The Ohio State University
Howell, J. P. & Costley, D. L. (2001). Understanding Behaviors for Effective Leadership. Prentice Hall
Kuhnert, K. (2018). Leadership developmental level and performance: An investigation of gender differences. Journal of Adult Development, 25(3), 160-167. https://doi.org/10.1007/s10804-017-9281-x
McCormick, B. W., Guay, R. P., Colbert, A. E., & Stewart, G. L. (2019). Proactive personality and proactive behavior: Perspectives on person–situation interactions. Journal of occupational and organizational psychology, 92(1), 30-51. https://doi.org/10.1111/joop.12234
Pierce, J. L., & Newstorm, J. W. (2000). Leader and Leader Behaviors. Leaders and Leadership Process. McGraw-Hill
Stein, M. Vincent-Hoper, S., & Gregersen, S. (2020). Why Busy Leaders May Have Exhausted Followers: A Multilevel Perspective on Supportive Leadership. Leadership & Organization Development Journal, 41(6), 829-845. https://doi.org/10.1108/LODJ-11-2019-0477
Stojanović-Aleksić, V. (2007). Liderstvo i organizacione promene. Ekonomski fakultet Univerziteta u Kragujevcu, Kragujevac
Stojanović-Aleksić, V. (2016). Followers in the organizational leadership process: From attribution to shared leadership. Ekonomski horizonti, 18(2), 139-151. https://doi.org/10.5937/ekonhor1602139S
Stojanović-Aleksić, V., & Krstić, B. (2016). Key determinants of influence in the process of organizational leadership. Ekonomika, 62(4), 17. https://doi.org/10.5937/ekonomika1604017S
Stojanović-Aleksić, V., Stanisavljević, M., & Bošković, A. (2016). The interdependence of leader-member exchange relation and the leadership style: research in Serbian organisations. Economic Themes, 54(3), 363-383. https://doi.org/10.1515/ethemes-2016-0018
Suryani, E., Christian, F., & Farisi, M. I. (2021). Do Participatory Leadership Style, Motivation, and Work Environment Affect Employee Performance? Lessons from Local Organization in An Emerging Country. Britain International of Humanities and Social Sciences (BIoHS) Journal, 3(2), 316-331. https://doi.org/10.33258/biohs.v3i2.453
Taylor, F. W. (1903). Shop Management. ASME Transactions, 24, 1337-1480
Villasenor, A. (2021). Hawthorne Effect. In J. C. Barnes & D. R. Forde, The Encyclopedia of Research Methods in Criminology and Criminal Justice (pp. 243-245). Wiley Online Library. https://doi.org/10.1002/9781119111931.ch46
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