Razmerje med stilom vodenja in vseživljenjskim učenjem zaposlenih
DOI:
https://doi.org/10.37886/ruo.2025.019Ključne besede:
vseživljenjsko učenje, vodje, vodenje, managerji, stili, priporočila, vplivPovzetek
Research Question (RQ): Vseživljenjsko učenje je osnova današnjega poslovanja. Vsi zaposleni in njihovi vodje se morajo v sodobnem času nenehno učiti in delati na razvoju svojih sposobnosti. Kljub temu vseživljenjsko učenje zahteva določen trud in podporo skozi ves proces. Glavni problem raziskave je bil vpliv različnih stilov vodenja na vseživljenjsko učenje. Glavno vprašanje je bilo, ali vodje in stili vodenja vplivajo na vseživljenjsko učenje svojih zaposlenih in sledilcev?
Purpose: Glavni namen raziskave je bil preučiti povezavo med slogi vodenja in vseživljenjskim učenjem zaposlenih. Namen je bil ugotoviti, kateri slogi vodenja najbolj podpirajo vseživljenjsko učenje, torej kateri slogi vodenja vodijo do največje motivacije, ko gre za vseživljenjsko učenje zaposlenih.
Method: V teoretičnem delu dela so bile upoštevane predhodne raziskave, povezane s to temo. Empirična raziskava je bila opravljena na vzorcu 30 podjetij, malih in srednje velikih, v Balkanski regiji, v kateri je bila opravljena analiza stilov vodenja v analiziranih podjetjih, analiza metod vseživljenjskega učenja ter preučena povezava med stili vodenja in vseživljenjskim učenjem.
Results: Rezultati raziskave kažejo, da je najbolj zastopan slog vodenja v malih in srednje velikih podjetjih demokratični (56,7 %). Ko gre za podporo zaposlenim v kontekstu dodatnega učenja, rezultati raziskave kažejo, da so avtokratski vodje najpogosteje pripravljeni podpreti svoje zaposlene s finančnimi naložbami, medtem ko so demokratični vodje bolj pripravljeni svojim zaposlenim zagotoviti proste dni za strokovno izboljšanje. Prav tako rezultati raziskave kažejo, da je pristop k učenju med zaposlenimi najbolj študijsko zavzet in boljši v primerih, ko je vodja avtokrat, izogibanje učenju pa je najbolj prisotno v primerih, ko je vodja laissez-faire.
Organization: Z raziskavo je bilo ugotovljeno, kateri vodstveni slogi so najbolj prispevali k motivaciji za vseživljenjsko učenje, vpogled v te rezultate pa bi lahko bil vhod za vodje (ali tiste, ki nameravajo postati vodje), kako prilagoditi svoj slog v kontekstu največje motivacije zaposlenih za vseživljenjsko učenje.
Society: Več znanja oziroma učenja zagotovo vodi k večji družbeni odgovornosti. Z vseživljenjskim učenjem ne koristijo le zaposleni, temveč tudi vodje, stranke, potrošniki in širša družbena skupnost.
Originality: Raziskava te vrste je ena od najbolj pomembnih v regiji, kjer se na vzorcu malih in srednje velikih podjetij išče povezava med vodstvenimi slogi in vseživljenjskim učenjem.
Limitations / further research: Omejitve raziskave se nanašajo na težave pri oblikovanju vzorca in pridobivanju podatkov. Priporočila za prihodnje raziskave se nanašajo na vključitev dodatnih spremenljivk v obstoječo konstelacijo, med katerimi so upravljanje sprememb, kakovost in formalno izobraževanje.
Literatura
Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2009). The role of leadership style in employee engagement. In M. S. Plakhotnik, S. M. Nielsen, & D. M. Pane (Eds.), Proceedings of the Eighth Annual College of Education & GSN Research Conference (pp. 15-20). Miami: Florida International University.
Birdi, K., Leach, D. J., & Magyari-Beck, K. (2016). Transformational leadership, goal orientation, and self-regulation as predictors of employee learning in organizations. European Journal of Work and Organizational Psychology, 25(6), 807-818. https://doi.org/10.1080/1359432X.2016.1179678
Chandra T., Priyono. (2016). Satisfaction of Employee Performance—Studies in the School of SMPN 10 Surabaya. International Education Studies. Vol. 9, No. 1., ISSN 1913-9020 E-ISSN 1913-9039.
Chukwusa J. (2019). Autocratic Leadership Style: Obstacle to Success in Academic Libraries. Library Philosophy and Practice (e- journal). http://digitalcommons.unl.edu/libphilprac/2019
Cournoyer, B.R. (2014). The social work skills workbook. Brooks/Cole, Cengage Learning: Belmont, CA.
Davis, S. M., & Cosenza, R. M. (2002). The role of leadership in the development of lifelong learning in organizations. Journal of Leadership and Organizational Studies, 9(1), 43–56. https://doi.org/10.1177/107179190200900104
Desgourdes, C., Hasnaoui, J., Umar, M., Gonzales Feliu, J. (2023). Decoding laissez-faire leadership: an in-depth study on its influence over employee autonomy and well-being at work. International Entrepreneurship and Management Journal https://doi.org/10.1007/s11365-023-00927-5
Foong C. (2024). Leadership and Lifelong Learning in Higher Education: Leading for Learning in The Industrial Revolution 4.0 Era. International Journal of Academic Research in Progressive Education and Development, Vol 13, Issue 1, E-ISSN: 2226-6348.
Garcia, C. P. (2014). Leadership, learning and organizational change: A critical review of the literature. Journal of Organizational Change Management, 27(4), 629–642. https://doi.org/10.1108/JOCM-06-2013-0126
Ghosh, R., & Reio, T. G. (2013). Transformational leadership and employee creativity: The mediating role of learning orientation. The Journal of Applied Behavioral Science, 49(2), 165-188. https://doi.org/10.1177/0021886313476969
Gijselinckx, C., & Janssen, P. (2017). The role of leadership in lifelong learning and knowledge management: A conceptual framework. International Journal of Educational Management, 31(3), 314–328. https://doi.org/10.1108/IJEM-02-2017-0045
Ho, Y., Chen, S., Hsieh, T. (2019). A Study on the Mediating Effect of Learning Orientation on the Relationship Between Transformational Leadership and Employee Lifelong Learning. The Journal of Social Sciences Research, Vol. 5, Issue. 1, pp. 48-50, ISSN(e): 2411-9458, ISSN(p): 2413-6670.
Iqbal, J. M. (2009). Life long education: A conceptual debate. International Journal of Media, Technology and Lifelong Learning, 5(1), 1.
Joo, B. K. (2010). The influence of transformational leadership on employee performance and the mediating role of goal orientation. Social Behavior and Personality: An international journal, 38(8), 1179-1194. https://doi.org/10.2224/sbp.2010.38.8.1179
Kotur, Bhargava R., Anbazhagan, S. (2014). The Influence of Education and Work-Experience on the Leadership Styles. IOSR Journal of Business and Management (IOSR-JBM), Volume 16, Issue 2. Ver. I, e-ISSN: 2278-487X, p-ISSN: 2319-7668, pp 103-110.
The Influence of Leadership Styles, Work Environment and Job
Lumumba, K. P., Simatwa, E. M. W., & Jane, K. (2021). Influence of Leadership Style on Organizational Performance of Primary Teachers Training Colleges in Lake Victoria Region of Kenya. Creative Education, 12, 2228-2251. https://doi.org/10.4236/ce.2021.129170
Olejnik, I. (2022). The concept of lifelong learning – Managers' expectations and youth attitudes. Silesian University of technology publishing house, 159.
Ong, C. H., Lim, L. P., Adriana, M. R., Tan, O. O., & Goh, C. F. (2020). Exploring lifelong learning outcomes among adult learners via goal orientation and information literacy self-efficacy. Education and Information Technologies, 25(2), 1453–1473. https://doi.org/10.1007/s10639-019-10359-4
Qin, M. (2022). The Impact of Middle and Senior Leadership Styles on Employee Performance -- Evidence From Chinese Enterprises. Informing Science Institute.
Sabir, M. S., Sohail, A., & Khan, M. A. (2011). Impact of leadership style on organization commitment: In a mediating role of employee values. Journal of Economics and Behavioral Studies, 3(2), 145–152.
Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between transformational leadership and employees' performance. European Journal of Work and Organizational Psychology, 17(3), 175-183. https://doi.org/10.1080/13594320802094458
Sánchez-Rodríguez, S., González-Rocha, J., Cruz-Rivera, M., & Rodríguez-Morales, M. (2024). Impact of leadership on organizational culture: Review of literature of Latin American countries. Zeszyty Naukowe Politechniki Częstochowskiej. Zarządzanie, 55, 193–204.
Shahid, A. (2024). Transformational Leadership: Are Leaders Open to a New “CALL”? Challenges, Adaptation, Leadership and Learning. Open Journal of Business and Management, 12, 3806-3822. https://doi.org/10.4236/ojbm.2024.126190
Sharma, J., Singh, K. (2013). A Study on the Democratic Style of Leadership. International Journal of Management & Information Technology. Volume 3, No 2.
Siddique, M., & Saadat, A. (2024). Effects of leadership styles on employees’ motivation: A literary debate. Administrative and Management Sciences Journal, 2(2),187-192
Sokolić, D., Croitoru, G., Florea, N., Robescu, V., Cosac, V. (2024). The Effect of Leadership Styles on Employee Motivation and Organizational Performance in Public Sector Organizations. Valahian Journal of Economic Studies, Volume 15(29), Issue 1.
Udin, U. (2023). Linking transformational leadership to organizational learning culture and employee performance: The mediation-moderation model. International Journal of Profess. Bus. Review Miami, v. 8, n. 3, p. 01-17, e01229.
Verma, M., & Singh, T. (1995). Continuing education: Concepts and strategies. Indian Pediatrics, 32(6), 558.
