The purpose of this paper is to investigate whether the way managers make decisions (their decision-making style-DMS) predicts their entrepreneurial intentions (EI), a research subject that has been largely ignored in the literature. Developing an understanding of entrepreneurial intention factors that attract managers to entrepreneurship is indispensable for organizations. A sample of 230 managers of companies based in Kosovo was asked to take the entrepreneurial intention questionnaire and the General Decision-Making Style (GDMS) questionnaire. Bridging two strands of literature on decision-making and entrepreneurial intention and using the Structural Equation Model (SEM), it is concluded that spontaneous and intuitive styles predict managers' entrepreneurial intentions. Considering the limitations of this single-country study, the implications for theory and policy are discussed.

Retail supermarket chains face high turnover that creates costs and compromises customer satisfaction. Turnover intention is influenced by the fit or misfit of employees to the job and the organization, as well as their satisfaction with the job and the commitment to the organization. This paper investigates the relationship of person-job (P-J) and person-organization (P-O) fit with job satisfaction and organizational commitment. A total of 211 questionnaires from employees in the retail supermarket chains in Kosovo were collected. Regression analysis is used to test the relationships between fit constructs and work attitudes as outcomes and their effect on turnover intention. Bootstrap mediation is used to test the direct and indirect effect of fits on turnover intention. Results show that person-job fit and person-organization fit have a significant positive effect on job satisfaction and organizational commitment. All these constructs have a negative effect on turnover intention. P-J and P-O fit have a direct negative effect on turnover intention, which is also partially mediated by job satisfaction and organizational commitment. This paper supports previous evidence that P-J and P-O fit have a positive effect on work attitudes and eventually reduce turnover intention. The direct effect of fits on turnover intention is stronger than the indirect effect, mediated by job satisfaction and organizational commitment.

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Systems theory is product of the efforts of many researchers to create an intermediate field of coexistence of all sciences. If not for anything else, because of the magnitude that the use of systemic thinking and systemic approach has taken, it has become undisputed among the theories. Systems theory not only provides a glossary of terms with which researchers from different fields can be understood, but provides a framework for the presentation and interpretation of phenomena and realities. This paper addresses a systematic approach to leadership, as an attempt to dredge leadership and systems theory literature to find the meeting point. Systems approach is not an approach to leadership in terms of a manner of leader’s work, but it’s the leader's determination to factorize in his leadership the external environment and relationships with and among elements. Leader without followers is unable to exercise his leadership and to ensure their conviction he should provide a system, a structure, a purpose, despite the alternative chaos. Systems approach clarifies the thought on the complexity and dynamism of the environment and provides a framework for building ideas. If the general system theory is the skeleton of science (Boulding: 1956), this article aims to replenish it with leadership muscles by prominent authors who have written on systems theory and leadership, as well as through original ideas.In this work analytical methods were used (by analyzing approaches individually) as well as synthetic methods (by assaying individual approaches in context of entirety). The work is a critical review of literature as well as a deductive analysis mingled with models proposed by authors through inductive analysis. Meta-analysis has been used to dissect the interaction and interdependence between leadership approaches.

Purpose This paper aims to investigate the relationship between conflict handling styles (CHS) of business managers in their entrepreneurial intentions (EI). The business manager’s propensity to become entrepreneurs is a relatively unexplored area of research. The relationship between conflict handling style and entrepreneurial intention is under-researched, particularly in a developing country like Kosovo. Design/methodology/approach A self-report questionnaire containing measures of conflict handing style, entrepreneurial intention and demographics was delivered to business managers in Kosovo. Findings Forcing style has a positive and statistically significant relationship with entrepreneurial intention. Yielding, compromising, problem solving and avoiding have weak and insignificant effects on EI. Research limitations/implications The relationship between conflict handling styles of managers and their entrepreneurial intention is investigated. No situational, organizational or environmental factor was considered influencing this relationship. Practical implications Conflict management is important in predicting the entrepreneurial intention of managers. Organizations should design human resource interventions aimed at effective team composition and employee retention to ensure performance. Originality/value This is the first study to investigate the relationship between conflict handling style and entrepreneurial intention using a manager sample. Furthermore, it is the first study of conflict handling styles and entrepreneurial intention of managers in Kosovo.