| Abstract [eng] |
There are no references in the scientific literature to the expression of ethical leadership in different leadership styles, their interrelationship. Implemented the aim of the dissertation - theoretically distinguish the criteria of ethical leadership and transactional, transformational and servant leadership styles, to evaluate the expression of ethical leadership in different leadership styles, making use of the assessment tool we have developed. A theoretical model of assessment of ethical leadership has been developed on the basis of scientific literature in which the researchers present the evaluation of ethical leadership criteria (justice, values, reliability, broad approach and motivation) in comparison with the selected leadership style criteria (decision making and providing task methods, responsibility-sharing, attitude towards initiative and towards one's knowledge, communication with the employees, character of relationships with the employees in their development, attitude towards discipline, values, providing a vision). An evaluation methodology has been developed. The conducted qualitative research (interviews and focus group) allows us to conclude that the leaders of all organizations combined the styles of the servant and the transformational leaderships. Their employees make similar statements, only indicating that their managers combine the transformational and the servant leadership styles. The thesis defence statement that the features of ethical leadership became more significant in the application of the servant leadership style was partially confirmed. A quantitative study shows that ethical leadership is statistically more significantly expressed in a combination of the servant and the transformational leadership styles. It allowed us to confirm the hypothesis that if managers are characterised by ethical leadership, they lead using the servant leadership style. |
