Leadership is the activity of a leader influencing the performance of an individual or group in order to make the individual or group behave in a way that accomplishes a task and achieves a goal. Different leadership styles can be found in the literature and some of them are studied in the master’s thesis in relation to organisational culture, which assumes a set of norms, values, practices and attitudes shared by employees in an organisation. Different types of organisational cultures have emerged in the context of organisational culture and, in particular, hierarchy culture, clan culture, ad hoc culture and market culture are worth highlighting from the point of view of the study in the master's thesis.
The master's thesis examines the relationship between organisational culture and leadership styles in 31 municipalities in the Savinja region. The results of the master's thesis survey show that the respondents consider clan culture to be dominant in the municipalities in the Savinja region (30.59%), followed by ad hoc organisational culture with 24.91% and hierarchy culture with 24.59%. The least expressed type of organisational culture is market culture (19.91%). In the future, 34.20% of the respondents would like to see clan culture prevail in their organisation. This is followed by ad hoc organisational culture and hierarchy culture. The least expressed type of organisational culture for the desired state of the organisation is the market culture.
The results also show that there is no statistically significant correlation between hierarchy culture and transactional leadership style, and between clan culture and transactional leadership style. Compared to the research in the public sector in South Korea, where a relationship between clan culture and transformational leadership style was found, there is no relationship between these two variables in the master's thesis research.
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