{"title":"Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai","authors":"Ugnė Supranavičienė, Genutė Gedvilienė","doi":"10.15388/actpaed.2023.51.5","DOIUrl":null,"url":null,"abstract":"The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.","PeriodicalId":36797,"journal":{"name":"Acta Paedagogica Vilnensia","volume":"11 5","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2024-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Acta Paedagogica Vilnensia","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.15388/actpaed.2023.51.5","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"Social Sciences","Score":null,"Total":0}
引用次数: 0
Abstract
The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.
对领导力的认识和识别一直在研究之中。然而,近些年来,各类组织对领导力的需求越来越明显。当今的日常现实迫使我们重新思考迄今为止所捍卫的所有领导力真理和理论。本文旨在揭示企业中层管理人员在仆人式领导能力发展方面所面临的挑战。本文采用定性研究设计来探讨中层管理人员的能力。数据收集自立陶宛一家铁路公司 LTG Link 的七名中层管理人员。这些管理人员参加了三项能力发展评估(自信心、情商和领导力评估),并在焦点小组讨论后反思了组织中的领导力概念、他们如何看待自己在组织中的角色、他们如何认识仆人式领导能力以及在组织中将仆人式领导作为一种主要领导风格所面临的挑战。要求管理人员从三个能力发展层面进行反思:反思中层管理人员对领导和管理的理解;理解中层管理人员与下属之间的关系;理解中层管理人员与管理层之间的关系。研究结果表明,中层管理者在培养仆人式领导能力的各个层面都面临挑战。当前组织中的领导理念侧重于以管理者为中心的方法,主要关注点是管理者而不是下属,而仆人式领导理念则是以员工为中心的方法。组织的流程和程序是为了控制和约束中层管理人员的决策而构建的。组织中没有有效的能力发展和支持系统来引导中层管理者成为仆人式领导,这导致组织中的领导能力概念不统一,中层管理者在没有任何背景的情况下各自为政。此外,等级森严的组织结构也限制了中层管理人员发展仆人式领导能力的积极性。