Are Managers in Slovakia Ethical Leaders? Key Findings on the Level of Ethical Leadership in the Slovak Business Environment

Lašáková, Anna; Remišová, Anna; Kirchmayer, Zuzana

doi:10.3311/ppso.9758

Cited by 8 publications

(8 citation statements)

References 34 publications

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“…While the regional differences in VOL between Bratislava region and the other Slovak regions were proved, the difference between Slovak and foreign-owned companies was not confirmed. This is in sharp contrast with the prior ethical leadership research, where authors inferred that despite substantial economic differences no significant disparities in ethical leadership between Slovak regions were found and that the foreign-owned companies exhibited substantially higher levels of ethical leadership than the Slovak-owned companies (Lašáková et al 2017). Yet, here the VOL results are derived from a pilot study on a smaller number of participants and as such have to be confirmed in larger samples.…”

Section: Discussioncontrasting

confidence: 84%

“…This is in line with results of a prior leadership research in Slovakia on a sample of more than 800 managers. It was carried out based on the ELS tool (Brown et al 2005) and showed that Slovak followers perceived their supervisors as ethical leaders on a slightly above average level with the mean value 5.07 measured on a seven-point scale (Lašáková et al 2017). Although here the results of VOLQ with the mean value of 4.67 are less in favour of the leaders, it should be noted that the sample in the prior research based on ELS included only managerial personnel, whereas in this study also non-managerial respondents have participated, who could have a more critical stance to their supervisors.…”

Section: Discussionmentioning

confidence: 99%

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Values Oriented Leadership – Conceptualization and Preliminary Results in Slovakia

Lašáková

Bajzíková

Blahunková

2019

Business: Theory and Practice

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The paper builds on the current trend in scholarly literature that reflects leadership from an ethical perspective. It introduces a new conceptualization of the values oriented leadership (VOL) and based on results of a pilot study, it informs on the level of VOL in the Slovak business environment and on systematic differences in VOL related to multiple individual and organizational factors. Contrary to the literature, results show that the VOL does not differ substantially between female and male leaders. Furthermore, this study adds to the current leadership ethics research also in that it includes two rarely investigated factors – the “length of leader-follower cooperation” and the “frequency of leader-follower interaction”. Both show an effect on the perceived VOL level; the theorized positive correlation with the frequency of leader-follower interaction is confirmed, nevertheless, somewhat surprisingly, results imply that the length of leader-follower cooperation affects negatively leader’s perceived ethicality at work. This study proves also differences in VOL based on regional company location and company size, with leaders in small companies rated significantly lower in VOL than leaders in large companies. The difference in VOL between leaders in Slovak-owned and foreign-owned companies is not established. Yet, compared to the private sector, this study confirms significantly lower VOL in the state-owned companies.

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Section: Discussioncontrasting

confidence: 84%

Section: Discussionmentioning

confidence: 99%

Values Oriented Leadership – Conceptualization and Preliminary Results in Slovakia

Lašáková

Bajzíková

Blahunková

2019

Business: Theory and Practice

Self Cite

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“…Their quality determines the existence of an enterprise, its prosperity, sustainable, and dynamic progress. Prosperous enterprises are aware of the fact that employees are the major contributors to profit, providing the chance for an enterprise to achieve the goals [97][98][99][100]. Human resources are a motive power affecting the success and sustainability of an enterprise [101].…”

Section: Discussionmentioning

confidence: 99%

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

et al. 2019

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The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

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“…The level of focus of organizations on education and development in Europe, as well as in the world, is a topic on which research networks are focused, such as the Cranfield Network (worldwide), HPDCEEUS (Human Potential Development in Central and Eastern European States) (Central and Eastern Europe), and PAS (Business Alliance of Slovakia) (in the Slovak Republic). What confirms the topicality of the issue and also promotes the whole community awareness of the need for change from random, unplanned access to education (i.e., education where necessary courses and training are carried out only on the basis of the need to acquire the given knowledge or experience) to a holistic approach to education, to the so-called concept of a learning organization of P.M. Senge [11,54], who characterizes the learning organization as a place where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together [55].…”

Section: Internal System Of Employee Education and Development In Orgmentioning

confidence: 89%

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

et al. 2019

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The new challenges that will currently affect the existence and sustainability of businesses stem from the dramatic changes that come from the fourth industrial revolution. Based on the concept of intellectual capital management as a resource-based strategic management approach, which leads to the management of structural, human, and relational capital, sustainable human resource management underlines the involvement of partnerships and external relations in learning and personal development processes. Industry 4.0 expects major changes in human resource management and processes such as education. Organizations will benefit from the new knowledge in the near future that will need to be brought into the internal environment of the organization constantly. However, this will require cooperation with the external environment, and the resulting new education opportunities built on cooperation with external partners, organizations, and educational institutions. Innovations as essential factors in adapting to major changes in the environment will be key in all organizational processes, including educational. This paper focuses on comparing highly innovative countries and less innovative countries in Central Europe, analyzing 1482 businesses by looking at differences in attitude towards employee education and individual forms of employee education. The main statistically significant difference is in the strategic approach to employee education and development and the set-up between innovative countries and moderate innovators.

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Are Managers in Slovakia Ethical Leaders? Key Findings on the Level of Ethical Leadership in the Slovak Business Environment

Abstract: Ethical leadership is a highly relevant and up-to-

Cited by 8 publications

References 34 publications

Values Oriented Leadership – Conceptualization and Preliminary Results in Slovakia

Values Oriented Leadership – Conceptualization and Preliminary Results in Slovakia

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

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