20.500.12556/RUL-95793 AVTENTIČNO VODENJE V ORGANIZACIJAH Authentic leadership in organizations Namen magistrskega dela je bil s študijem domače in tuje literature ter empirično raziskavo podrobno raziskati in predstaviti avtentično vodenje ter njegove posebnosti. V raziskovalnem delu magistrskega dela smo se ukvarjali s tem, kako zaposleni dveh organizacij, ki se ukvarjata s podobno dejavnostjo, ocenjujejo avtentičnost vedenja svojih vodij. Ena organizacija spada v zasebni, druga pa v javni sektor, zato je bilo lahko preverjeno tudi, ali prihaja do statistično pomembnih razlik pri zadovoljstvu glede avtentičnosti vedenja njihovih vodij. Glede na rezultate analize podatkov smo prišli do ugotovitve, da razlike ni. Poleg tega je bilo ugotovljeno, da pri zadovoljstvu anketiranih s trenutnim (avtentičnim) vedenjem vodij in želenimi elementi oziroma lastnostmi, ki so zanje pomembne na delovnem mestu (ti elementi oziroma lastnosti so pravzaprav lastnosti, ki naj bi jih avtentični vodja imel), obstaja statistično značilna razlika. Rezultati raziskave kažejo, da si zaposleni želijo, da bi bili njihovi vodje bolj avtentični. Želene elemente oziroma lastnosti, ki si jih anketirani zaposleni želijo za avtentičnega vodjo, smo primerjali tudi z rezultati raziskave, v kateri so anketiranci iz Gane in z Nove Zelandije opredelili lastnosti, ki so zanje pri avtentičnem vodji pomembne. Vsak vodja deluje v svojem okolju na svoj način in tako deluje tudi v odnosu do zaposlenih. Pomembno je, da se zaposleni v svojem delovnem okolju počutijo dobro in spoštovano v najširšem pomenu besede. Vodja je njihov zgled, od njega se učijo, črpajo znanje. Avtentični vodja s svojim načinom delovanja (transparentnost, odprtost, dvosmerna komunikacija, etičnost, spoštovanje itn.) pozitivno vpliva na počutje zaposlenih v organizaciji. The aim of this master’s thesis is to thoroughly examine and present authentic leadership and its characteristics by means of empirical investigation as well as by local and foreign literature survey. In the investigative part of the work we were dealing with, how the employees of two companies that are engaged in similar work area, evaluate authenticity of the behavior of their leaders. One of the companies is a part of the private sector, while the other is a part of the public sector, so we could also evaluate, whether there are any statistically important differences as regards satisfaction of the employees with the authentic behavior of their leaders. According to the results of the analyses, we have come to the conclusion, that there is no observable difference. Furthermore, we have come to the conclusion, that there is a statistically significant difference regarding satisfaction of the respondents with current (authentic) behavior of the leaders and desired elements or characteristics that are important for them at workplace (these elements or characteristics are actual qualities that authentic leader should possess). Results indicate that employees want their leaders to be more authentic. We have compared the elements or qualities that surveyed employees want for their authentic leaders, with the results of the analysis, in which the respondents from Ghana and New Zealand equally defined the qualities that are important for their authentic leaders. Every leader acts uniquely in his environment and in relation to the employees. It is important that employees feel good and respected in their working environment in its widest sense. The employees see their leader as their role model; they learn from him, draw on knowledge. The authentic leader with his mode of operation (transparency, openness, two-way communication, ethics, respect etc.) positively influences the well-being of the employees in an organization. avtentičnost vedenje vodij vodenje samozavedanje avtentično vodenje authenticity behavior of leaders leadership self-awareness authentic leadership true false false Slovenski jezik Angleški jezik Magistrsko delo/naloga 2017-09-21 08:31:35 2017-09-21 08:31:36 2022-08-10 06:54:20 0000-00-00 00:00:00 2017 0 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 1970-01-01 11440 Sibenik_Tina_-_AVTENTICNO_VODENJE_V_ORGANIZACIJAH.pdf Sibenik_Tina_-_AVTENTICNO_VODENJE_V_ORGANIZACIJAH.pdf 1 95EAE6301628307A3C404CF2AC481742 9c60394e1f4e292923fa62b8b70cba1019900b5b5855af71c86c6e6266b55eee d94515f1-a1b3-11eb-a523-00155dcfd717 20.500.12556/rul/21ba9d99-adee-40c6-9382-5418a6025d68 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=104433 Fakulteta za upravo 0 0 0