Sustainability of Organizations: The Contribution of Personal Values to Democratic Leadership Behavior Focused on the Sustainability of Organizations

Abstract

The main purpose of this study was to examine the influence of leaders’ personal values on their democratic behavior from a sustainability perspective. We specified and tested the research model, drawing upon modified versions of the theory of basic values and the autocratic–democratic leadership continuum. A total of 208 Slovenian and 196 Austrian leaders’ responses were used in hierarchical regression and structural equation modeling analysis. The results reveal a significant and positive influence of collectivistic values in both samples on democratic leadership behavior. A significant and negative effect of individualistic values on democratic leadership behavior is present in Austria, while in Slovenia, the effect is positive but not significant. Based on acknowledged associations between leader’s values, leaders’ democratic leadership behavior, and sustainable development, we argue that democratic leadership behavior contributes to the sustainable working and behavior of organizations. These results have theoretical implications, indicating how personal values affect leaders’ democratic behavior and contribute to the sustainable working and behavior of organizations. The practical implications relate to the strengthening of leaders’ democratic behavior in Slovenian and Austrian organizations. In addition, these findings will be helpful in increasing the sustainability of organizations via fostering democratic leadership behavior and its underlying personal values.

Person-centered approach effectiveness in Human Resource Management in the agriculture of Azerbaijan

“…It is personal values, as an integral part of a person, that determines where he invests his energy, resources, and time. The results of modern research indicate a direct relationship between the EV (Rickaby, Glass & Fernie, 2020;Mazilescu et al, 2021;Bolis et al, 2021) and management (Rickaby, Glass & Fernie, 2020;Nedelko & Potocan, 2021;Mazilescu et al, 2021) on organizational performance by influencing labor productivity. Thus, the EV is a decisive factor in labor productivity, and effective Personnel Management is the basis of the key to its increase.…”

“…As the analysis of modern scientific literature shows, research in a person-centered approach is focused on other industries (Wagner, 2020;Nedelko & Potocan, 2021;Bolis et al, 2021).…”

“…The conclusions drawn based on the conducted research are rather limited, which narrows the scientific potential in the development of an effective personnel policy in agriculture. Revealed patterns of personnel management in other sectors of the economy (Nedelko & Potocan, 2021) to the specifics of the industry also cannot accurately implemented.…”

“…While most of the agricultural work is done manually, labor productivity is correspondingly lower than in other sectors. In addition, the EV engaged in manual labor are shifted towards the barrier, in contrast to the representatives of mental labor (Nedelko & Potocan, 2021).…”

“…As a rule, a person already reaches a certain peak in social and professional development, which leads to the emergence of a sense of self-efficiency in the important areas of life and a reorientation of life (Bolis et al, 2021). The possibility of realizing long-term professional goals, adjusting career development and solving complex professional problems, and relative freedom in decisionmaking and taking the initiative are factors that increase people's tolerance to work and, consequently, their productivity (Nedelko & Potocan, 2021).…”