{"id":7900,"date":"2022-11-30T16:32:20","date_gmt":"2022-11-30T15:32:20","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=7900"},"modified":"2024-05-13T14:58:27","modified_gmt":"2024-05-13T12:58:27","slug":"styly-vedenia-v-manazmente","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/styly-vedenia-v-manazmente\/","title":{"rendered":"\u0160t\u00fdly vedenia v mana\u017emente"},"content":{"rendered":"<h2>\u0160t\u00fdly vedenia<\/h2>\n<p>\u0160t\u00fdl vedenia je vertik\u00e1lny vz\u0165ah ved\u00faceho k podriaden\u00fdm charakteristick\u00fd pre dan\u00e9ho ved\u00faceho pracovn\u00edka. Je to v podstate forma pracovn\u00e9ho vz\u0165ahu nadriaden\u00e9ho pracovn\u00edka k podriaden\u00e9mu. <a href=\"https:\/\/www.euroekonom.sk\/manazment\/manazment-zmien\/styl-vedenia-pracovnej-skupiny\/\">\u0160t\u00fdl vedenia<\/a> m\u00f4\u017ee by\u0165 ovplyvnen\u00fd aj zo strany podriaden\u00fdch, a to t\u00fdm ako reaguj\u00fa na vedenie nadriaden\u00e9ho.<br \/>\n\u0160t\u00fdly vedenia s\u00fa z\u00e1sadn\u00e9 pravidl\u00e1 konania (vertik\u00e1lny vz\u0165ah) nadriaden\u00e9ho (ved\u00faceho, mana\u017e\u00e9ra) vo\u010di podriaden\u00fdm jednotlivcom alebo podriaden\u00e9mu kolekt\u00edvu, ktor\u00e9 s\u00fa rovnak\u00e9 po\u010das dlh\u0161ieho obdobia.<br \/>\n&#8222;Na vedenie \u013eud\u00ed pod\u013ea spr\u00e1vania sa existuj\u00fa r\u00f4zne n\u00e1zory a te\u00f3rie, ktor\u00e9 vych\u00e1dzaj\u00fa z r\u00f4znych faktorov, ktor\u00e9 na vedenie \u013eud\u00ed p\u00f4sobia. S\u00fa to najm\u00e4 tieto nosn\u00e9 te\u00f3rie:<\/p>\n<ol>\n<li>\u0160t\u00fdly vedenia \u013eud\u00ed zalo\u017een\u00e9 na vyu\u017e\u00edvan\u00ed pr\u00e1vomoci (klasick\u00e9 \u0161t\u00fdly vedenia)<\/li>\n<li>Likertove \u0161t\u00fdly vedenia<\/li>\n<li>\u0160t\u00fdly vedenia zalo\u017een\u00e9 na b\u00e1ze mana\u017e\u00e9rskej mrie\u017eky.&#8220; (Miku\u0161 &#8211; Droppa, 2010)<\/li>\n<\/ol>\n<p>Pod \u0161t\u00fdlom vedenia \u013eud\u00ed v praxi rozumieme sp\u00f4sob vedenia pracovn\u00edkov, ktor\u00fd motivuje ich spr\u00e1vanie sa v r\u00f4znych situ\u00e1ci\u00e1ch. Ka\u017ed\u00e9mu \u0161t\u00fdlu zodpovedaj\u00fa v\u017edy konkr\u00e9tne met\u00f3dy a techniky, ktor\u00e9 vyu\u017e\u00edva nadriaden\u00fd v organiz\u00e1cii. Ide o v\u00fdraz postoja ved\u00faceho k podriaden\u00fdm, prejavovan\u00fd jeho d\u00f4verou, resp. ned\u00f4verou, tolerantnos\u0165ou, resp. netolerantnos\u0165ou, a pod. Silne z\u00e1vis\u00ed od osobnosti ved\u00faceho a jeho postoja k \u013eu\u010fom.<br \/>\nZ poh\u013eadu spr\u00e1vania sa mana\u017e\u00e9rov mo\u017eno poveda\u0165, \u017ee s\u00fa dva <a href=\"https:\/\/www.euroekonom.sk\/vedenie-vodcovstvo-a-participacia\/\">druhy ved\u00facich pracovn\u00edkov<\/a>, pre jedn\u00fdch s\u00fa charakteristick\u00e9 vz\u0165ahy na pracovisku, z\u00e1le\u017e\u00ed im na pocitoch \u013eud\u00ed vtedy sa d\u00e1 poveda\u0165 \u017ee s\u00fa vz\u0165ahovo motivovan\u00ed. Na druhej strane s\u00fa mana\u017e\u00e9ri, ktor\u00fdch a\u017e tak nezauj\u00edmaj\u00fa vz\u0165ahy na pracovisku, s\u00fa za\u0165a\u017een\u00ed na splnenie ka\u017ed\u00fdch stanoven\u00fdch \u00faloh, vtedy hovor\u00edme o \u00falohovo motivovan\u00fdch ved\u00facich.<\/p>\n<h2>V\u00fdber \u0161t\u00fdlu vedenia<\/h2>\n<p>Ved\u00faci by mal prisp\u00f4sobova\u0165 preferovan\u00fd \u0161t\u00fdl vedenia r\u00f4znym premenn\u00fdm a z\u00e1rove\u0148 ch\u00e1pa\u0165 vedenie celistvo syst\u00e9movo. Rozhoduj\u00face premenn\u00e9 pre v\u00fdber vhodn\u00e9ho \u0161t\u00fdlu s\u00fa ved\u00faci, veden\u00ed, \u00faloha a kontext.<\/p>\n<h3>Ved\u00faci<\/h3>\n<p>Ved\u00faci by mal ma\u0165 vo svojom spektre cel\u00fd vej\u00e1r \u0161t\u00fdlov a schopnos\u0165 zmeni\u0165 svoje spr\u00e1vanie v \u0161irokom rozsahu \u2013 od konzultat\u00edvneho k direkt\u00edvnemu. Dobr\u00fd mana\u017e\u00e9r si vie osvoji\u0165 r\u00f4zne \u0161t\u00fdly aj napriek tomu, \u017ee bude \u010dastej\u0161ie inklinova\u0165 k druh\u00e9mu. Rozsah spektra prijate\u013en\u00fdch \u0161t\u00fdlov je ovplyvnen\u00fd nieko\u013ek\u00fdmi faktormi, ktor\u00e9 determinuj\u00fa schopnosti a spr\u00e1vanie ved\u00faceho, medzi ktor\u00e9 patr\u00ed:<\/p>\n<ul>\n<li>sk\u00fasenos\u0165 ovplyv\u0148uje jeho predstavu o spr\u00e1van\u00ed a ohrani\u010duje ho v r\u00e1mci mantinelov<\/li>\n<li>hodnotov\u00fd syst\u00e9m ved\u00faceho, preferovanie ur\u010dit\u00fdch hodn\u00f4t, z\u00e1sadovos\u0165,<\/li>\n<li>d\u00f4vera ved\u00faceho k podriaden\u00fdm alebo kolegom vypl\u00fdvaj\u00faca z poznania \u010dlenov svojej skupiny. Demokratick\u00fd \u0161t\u00fdl vedenia predpoklad\u00e1 \u013eud\u00ed zrel\u00fdch a vycvi\u010den\u00fdch, schopn\u00fdch vyrovna\u0165 sa so zodpovednos\u0165ou.<\/li>\n<li>potreba istoty ved\u00faceho, jeho <a href=\"https:\/\/www.euroekonom.sk\/osobnost-manazera-vlastnosti-schopnosti-a-charakteristiky\/\">miera zn\u00e1\u0161ania neistoty<\/a>, alebo zn\u00e1\u0161ania rizika ovplyv\u0148uje uplat\u0148ovanie \u0161t\u00fdlu vedenia. Ved\u00faci s odporom vo\u010di riziku bude viac inklinova\u0165 k direkt\u00edvnej\u0161iemu sp\u00f4sobu vedenia.<\/li>\n<li>osobn\u00fd pr\u00ednos mana\u017e\u00e9ra, jeho mo\u017enos\u0165 prispie\u0165 k \u00faspechu pri plnen\u00ed \u00falohy vedie k autoritat\u00edvnemu \u0161t\u00fdlu vtedy, ke\u010f je ved\u00faci presved\u010den\u00fd o svojom potenci\u00e1lnom pr\u00ednose.<\/li>\n<li>tlak a stres, pocit, pre\u0165a\u017eenosti m\u00f4\u017ee vyvodi\u0165 u ved\u00faceho dvojak\u00e9 reakcie, bu\u010f sa stane direkt\u00edvnym v snahe z\u00edska\u0165 nadvl\u00e1du nad situ\u00e1ciou alebo sa stane apatick\u00fdm a celkom sa vzd\u00e1 riadenia.<\/li>\n<\/ul>\n<h3>Veden\u00ed<\/h3>\n<p>M\u00f4\u017eu ma\u0165 na rovnak\u00fa situ\u00e1ciu odli\u0161n\u00e9 n\u00e1zory a reakcie ako ved\u00faci. Ich postoje a preferencie ovplyv\u0148uj\u00fa najm\u00e4 o\u010dak\u00e1vania z predch\u00e1dzaj\u00faceho obdobia, z\u00e1ujem o probl\u00e9m alebo situ\u00e1ciu, tolerancia podraden\u00fdch vo\u010di neistote, vek a f\u00e1za \u017eivotnosti skupiny.<\/p>\n<h3>\u00daloha<\/h3>\n<p>Poslanie a povinnos\u0165 nie\u010do vykona\u0165 stavia ved\u00facich pred probl\u00e9m nie\u010do vyrie\u0161i\u0165. S\u00favis\u00ed s t\u00fdm aj sp\u00f4sob definovania \u00falohy a vymedzenie rozsahu a obsahu \u00falohy. Na uplatnenie konkr\u00e9tneho mana\u017e\u00e9rskeho \u0161t\u00fdlu bude vpl\u00fdva\u0165 najm\u00e4:<\/p>\n<ul>\n<li>charakter \u00falohy: rutinn\u00e9 \u00falohy maj\u00fa dan\u00fd postup a konzultat\u00edvny \u0161t\u00fdl by viedol k strat\u00e1m a nepochopeniu u \u013eud\u00ed. Nov\u00e9 \u00falohy vy\u017eaduj\u00fa otvorenej\u0161\u00ed pr\u00edstup, demokratickej\u0161\u00ed a konzultat\u00edvny \u0161t\u00fdl vedenia<\/li>\n<li>\u010dasov\u00fd priestor na plnenie \u00falohy- v \u010dasovej tiesni nie je pr\u00edle\u017eitos\u0165 a priestor pre uplatnenie konzultat\u00edvneho \u0161t\u00fdlu<\/li>\n<li>zlo\u017eitos\u0165 \u00falohy: \u010d\u00edm je \u00faloha zlo\u017eitej\u0161ia, t\u00fdm je aj rie\u0161enie \u010dasovo n\u00e1ro\u010dnej\u0161ie, \u010d\u00edm jednoduch\u0161ia \u00faloha, t\u00fdm sk\u00f4r mo\u017eno uplatni\u0165 direkt\u00edvnej\u0161\u00ed \u0161t\u00fdl<\/li>\n<li>priestor pre omyl \u2013 \u010d\u00edm direkt\u00edvnej\u0161\u00ed je \u0161t\u00fdl, t\u00fdm vznik\u00e1 v\u00e4\u010d\u0161ie riziko omylu<\/li>\n<\/ul>\n<h3>Kontext<\/h3>\n<p>Kontext samotnej organiz\u00e1cie ovplyv\u0148uje stupe\u0148 vo\u013enosti pre ved\u00faceho, veden\u00fdch a po\u017eiadavky na rie\u0161enie \u00falohy. Kontext predstavuje hlavne:<\/p>\n<ul>\n<li>organiza\u010dn\u00e1 \u0161trukt\u00fara ovplyv\u0148uje po\u010det podriaden\u00fdch pracovn\u00edkov. V pru\u017enej\u0161\u00edch form\u00e1ch maj\u00fa jednotlivci vy\u0161\u0161\u00ed stupe\u0148 vo\u013enosti pre spr\u00e1vanie a man\u00e9vrovanie.<\/li>\n<li>pou\u017eit\u00e1 technol\u00f3gia ovplyv\u0148uje mo\u017enos\u0165 kop\u00edrovania a potrebu prepojenia a nadv\u00e4znosti. Vy\u0161\u0161\u00ed stupe\u0148 vo\u013enosti je u auton\u00f3mnych skup\u00edn ni\u017e\u0161\u00ed pri rie\u0161en\u00ed probl\u00e9mov vz\u00e1jomne previazan\u00fdch procesov.<\/li>\n<li>organiza\u010dn\u00e1 kult\u00fara \u2013 stupe\u0148 vo\u013enosti pri rozhodovan\u00ed a veden\u00ed \u013eud\u00ed. <a href=\"https:\/\/www.euroekonom.sk\/manazer-profil-manazera-manazerske-zrucnosti\/\">Byrokratickej\u0161ia kult\u00fara<\/a> poskytuje men\u0161\u00ed priestor pre toleranciu.<\/li>\n<li>syst\u00e9m kontroly a uplat\u0148ovanie z\u00e1kladn\u00fdch princ\u00edpov kontroly<\/li>\n<\/ul>\n<h2>Likertove \u0161t\u00fdly vedenia<\/h2>\n<p>Likertove \u0161t\u00fdly vedenia zostavil profesor Likert, pod\u013ea ktor\u00e9ho je tento pr\u00edstup nazvan\u00fd, vypracoval klasifik\u00e1ciu \u0161t\u00fdlov vedenia \u013eud\u00ed na z\u00e1klade \u0161t\u00fadia mana\u017e\u00e9rov. Predpokladal existenciu \u0161tyroch \u0161t\u00fdlov:<\/p>\n<ul>\n<li>exploata\u010dno \u2013 autoritat\u00edvny \u0161t\u00fdl vedenia &#8211; ved\u00faci s\u00fa vysoko autoritat\u00edvni a len m\u00e1lo d\u00f4veruj\u00fa podriaden\u00fdm.<\/li>\n<li>benevolentne \u2013 autoritat\u00edvny \u0161t\u00fdl vedenia &#8211; ved\u00faci m\u00e1 z\u00e1ujem o niektor\u00e9 n\u00e1pady podriaden\u00fdch, a teda existuje ur\u010dit\u00e1 komunik\u00e1cia zdola nahor.<\/li>\n<li>konzultat\u00edvny \u0161t\u00fdl vedenia &#8211; ved\u00faci d\u00f4veruj\u00fa podriaden\u00fdm do zna\u010dnej miery.<\/li>\n<li>participat\u00edvno \u2013 skupinov\u00fd \u0161t\u00fdl vedenia &#8211; ved\u00faci d\u00f4veruje podriaden\u00fdm vo ve\u013ekej miere<\/li>\n<\/ul>\n<p>Pod\u013ea Likerta dosahuj\u00fa najv\u00e4\u010d\u0161ie \u00faspechy mana\u017e\u00e9ri pou\u017e\u00edvaj\u00faci posledn\u00fd syst\u00e9m. Podriaden\u00ed t\u00fdchto mana\u017e\u00e9rov dosahuj\u00fa vysok\u00fa efektivitu pri ur\u010dovan\u00ed a plnen\u00ed cie\u013eov. D\u00f4vod \u00faspechu tohto syst\u00e9mu videl Likert v uplat\u0148ovan\u00ed vysok\u00e9ho stup\u0148a particip\u00e1cie pracovn\u00edkov na riaden\u00ed. Najefekt\u00edvnej\u0161\u00ed ved\u00faci sa orientuje na \u013eudsk\u00e9 aspekty riadenej skupiny, teda na podriaden\u00fdch.<\/p>\n<h2>\u0160t\u00fdly vedenia zalo\u017een\u00e9 na b\u00e1ze mana\u017e\u00e9rskej mrie\u017eky<\/h2>\n<p>Robert Blake a Jane Moutonov\u00e1 vypracovali <a href=\"https:\/\/www.euroekonom.sk\/vedenie-vodcovstvo-a-participacia\/\">maticu (mrie\u017eku) ur\u010duj\u00facu mieru z\u00e1ujmu mana\u017e\u00e9ra o \u00falohu a o pracovn\u00edkov<\/a>. Matica m\u00e1 dva rozmery s pol\u00ed\u010dkami 9 x 9. Vodorovn\u00e9 vzostupn\u00e9 usporiadanie pol\u00ed od 1 do 9 ur\u010duje rast\u00facu intenzitu z\u00e1ujmu mana\u017e\u00e9rov o \u00falohy a zvisl\u00e9 usporiadanie pol\u00ed 1 a\u017e 9 vyjadruje rast\u00facu intenzitu pozornosti mana\u017e\u00e9rov upriamenej na \u013eud\u00ed. V matici je teda 81 poz\u00edci\u00ed, ktor\u00e9 vyjadruj\u00fa r\u00f4zne \u0161t\u00fdly vedenia. Blake a Moutonov\u00e1 umiestnili do matice nieko\u013eko typick\u00fdch \u0161t\u00fdlov vedenia:<\/p>\n<ul>\n<li>Ved\u00faci vo\u013en\u00e9ho priebehu (1,1) \u2013 predstavuje najhor\u0161\u00ed \u0161t\u00fdl vedenia, charakteristick\u00fd \u013eahostajnos\u0165ou a apatickos\u0165ou. \u010casto sa tento typ ozna\u010duje aj ako nedostato\u010dn\u00e9 riadenie.<\/li>\n<li>Ved\u00faci spolku z\u00e1hradk\u00e1rov (1,9) \u2013 podporuje zamestnancov a vych\u00e1dza im v \u00fastrety.<\/li>\n<li>Autoritat\u00edvny ved\u00faci (9,1) \u2013 zameriava sa na plnenie \u00faloh bez v\u00e4\u010d\u0161ej pozornosti venovanej zamestnancom.<\/li>\n<li>Kompromisn\u00fd ved\u00faci (5,5) \u2013 jeho z\u00e1merom je priemern\u00fd v\u00fdkon skupiny a udr\u017eanie mor\u00e1lky na uspokojivej \u00farovni.<\/li>\n<li>T\u00edmov\u00fd ved\u00faci (9,9) \u2013 pracovn\u00edci s\u00fa nadchnut\u00ed pre svoju pr\u00e1cu, \u010do sa odr\u00e1\u017ea na plnen\u00ed \u00faloh v r\u00e1mci t\u00edmovej spolupr\u00e1ce.<\/li>\n<li>Patemalista (9, 9) \u2013 kombinuje z\u00e1ujem o \u013eud\u00ed s plnen\u00edm \u00faloh, ale nie sp\u00f4sobom ako t\u00edmov\u00fd ved\u00faci. K podriaden\u00fdm pristupuje z poz\u00edcie \u201ePatr\u00ed\u0161 mi a ja pom\u00f4\u017eem tvojej kari\u00e9re. Preto o\u010dak\u00e1vam, \u017ee bude\u0161 vo\u010di mne loj\u00e1lny. Ale beda, ke\u010f nebude\u0161 ochotn\u00fd prisp\u00f4sobi\u0165 sa mojim po\u017eiadavk\u00e1m\u201c.<\/li>\n<li>Oportunista \u2013 pou\u017e\u00edva v\u0161etky \u0161t\u00fdly v rozli\u010dn\u00fdch situ\u00e1ci\u00e1ch s cie\u013eom osobn\u00e9ho prospechu, ako napr\u00edklad pov\u00fd\u0161enia alebo zv\u00fd\u0161enia platu.<\/li>\n<\/ul>\n<h3>Pr\u00ednos mana\u017e\u00e9rskej mrie\u017eky<\/h3>\n<p>Pr\u00ednos mana\u017e\u00e9rskej mrie\u017eky spo\u010d\u00edva v jej dvojrozmernom po\u0148at\u00ed. Mrie\u017eka umo\u017e\u0148uje komplexnej\u0161iu odpove\u010f na ot\u00e1zku: \u201e\u010co je efekt\u00edvne vedenie?\u201c Mana\u017e\u00e9rska mrie\u017eka sl\u00fa\u017ei na v\u00fdcvik mana\u017e\u00e9rov, preto\u017ee ved\u00faci na poz\u00edcii (1,9) alebo (9,1) si m\u00f4\u017ee postupne osvoji\u0165 spr\u00e1vanie, ak\u00e9 maj\u00fa mana\u017e\u00e9ri na poz\u00edcii (9,9). Pr\u00ednosom mana\u017e\u00e9rskej mrie\u017eky v te\u00f3rii vedenia je presved\u010denie o mo\u017enosti zlep\u0161enia \u0161t\u00fdlu vedenia jednotliv\u00fdch mana\u017e\u00e9rov. Ved\u00faci by nemal voli\u0165 ani pr\u00edsne autokratick\u00fd ani demokratick\u00fd \u0161t\u00fdl, ale mal by by\u0165 dostato\u010dne pru\u017en\u00fd pri rie\u0161en\u00ed r\u00f4znych situ\u00e1ci\u00ed.<\/p>\n<h2>Uplatnenie \u0161t\u00fdlov vedenia v praxi<\/h2>\n<p>Zvy\u010dajne ved\u00faci v praxi vyu\u017e\u00edvaj\u00fa kombin\u00e1ciu autoritat\u00edvneho, demokratick\u00e9ho a liber\u00e1lneho \u0161t\u00fdlu, kedy jeden \u0161t\u00fdl preva\u017euje v spr\u00e1van\u00ed mana\u017e\u00e9ra v zna\u010dnej miere. Vo ve\u013ekej miere sa uplat\u0148uj\u00fa najm\u00e4 posledn\u00e9 dva \u0161t\u00fdly vedenia, napriek \u0161irokej kritike liber\u00e1lneho \u0161t\u00fdlu.<\/p>\n<h3>Autoritat\u00edvny \u0161t\u00fdl<\/h3>\n<p>Pri uplat\u0148ovan\u00ed autokratick\u00e9ho \u0161t\u00fdlu sa klad\u00fa vysok\u00e9 n\u00e1roky mana\u017e\u00e9ra na stanoven\u00e9 \u00falohy a neberie sa takmer v\u00f4bec do \u00favahy zameranie mana\u017e\u00e9ra na \u013eud\u00ed. Pri nesplnen\u00ed dan\u00fdch \u00faloh s\u00fa v o\u010diach mana\u017e\u00e9ra vinn\u00ed pr\u00e1ve zamestnanci. Tento typ \u0161t\u00fdlu p\u00f4sob\u00ed na \u013eud\u00ed ve\u013emi deprimuj\u00faco, preto\u017ee zamestnanci pod vplyvom obrovsk\u00e9ho tlaku zo strany nadriaden\u00e9ho a nepracuj\u00fa dostato\u010dne v\u00fdkonne. S\u00fa vystaven\u00ed vysok\u00fdm stresov\u00fdm situ\u00e1ci\u00e1m. Ka\u017ed\u00fd chybn\u00fd krok, ktor\u00fd vedie k nesplneniu o\u010dak\u00e1van\u00fdch v\u00fdsledkov pr\u00e1ce, sa posudzuje u autoritat\u00edvneho \u0161\u00e9fa ako nesplnenie stanoven\u00fdch cie\u013eov organiz\u00e1cie. Nap\u00e4tie u zamestnancov vo ve\u013ekej miere ovplyv\u0148uje aj negat\u00edvna motiv\u00e1cia, ktor\u00e1 sa naj\u010dastej\u0161ie vykon\u00e1va rozli\u010dn\u00fdmi druhmi trestov, ba a\u017e v niektor\u00fdch pr\u00edpadoch sankciami. Ke\u010f\u017ee komunik\u00e1cia na pracovisku je jednosmern\u00e1, zamestnanci sa \u010dasto neodv\u00e1\u017eia vyslovi\u0165 svoj n\u00e1zor pod hrozbou trestov a postihov.<br \/>\nTyp tohto \u0161t\u00fdlu je vhodn\u00fd v kr\u00edzov\u00fdch situ\u00e1ci\u00e1ch, kedy je treba razantn\u00fd a jednozna\u010dn\u00fd pr\u00edstup a jasn\u00e9 pokyny pre zamestnancov. \u010casto sa uplat\u0148uje v prostred\u00ed \u013eud\u00ed s ni\u017e\u0161\u00edm stup\u0148om vzdelania trpiacich neistotou. Vtedy je ve\u013emi d\u00f4le\u017eit\u00fd podrobn\u00fd postup pri vykon\u00e1van\u00ed jednotliv\u00fdch \u010dinnost\u00ed v organiz\u00e1cii. Je vhodn\u00fd aj pre za\u010d\u00ednaj\u00facich pracovn\u00edkov.<\/p>\n<h3>Liber\u00e1lny \u0161t\u00fdl<\/h3>\n<p>Zamestnanci, ktor\u00fdch <a href=\"https:\/\/www.euroekonom.sk\/moc-vplyv-autorita-a-zodpovednost-manazera\/\">vedie liber\u00e1lny vodca<\/a>, vych\u00e1dzaj\u00fa so svoj\u00edm l\u00eddrom kamar\u00e1tsky, podriaden\u00ed m\u00f4\u017eu robi\u0165 rozhodnutia, ktor\u00e9 sami uv\u00e1\u017eia za d\u00f4le\u017eit\u00e9, v\u0161etky rozhodnutia s\u00fa pre neho spr\u00e1vne. Mana\u017e\u00e9r podriaden\u00fdch obozn\u00e1mi s t\u00fdm \u010do treba urobi\u0165, bli\u017e\u0161ie ne\u0161pecifikuje ako treba pr\u00e1cu urobi\u0165, nedohliada na v\u00fdkony, \u010do vedie k zn\u00ed\u017eenej produktivite pr\u00e1ce. Tento typ \u0161t\u00fdlu b\u00fdva \u00faspe\u0161n\u00fd len m\u00e1lokedy, preto\u017ee mana\u017e\u00e9r sa nes\u00fastre\u010fuje ani na splnenie \u00falohy organiz\u00e1cie ani sa neorientuje na \u013eud\u00ed, preto sa kolekt\u00edvy ved\u00face liber\u00e1lnym vodcom \u010dasto rozpad\u00e1vaj\u00fa, preto\u017ee nedozer\u00e1 na nich \u017eiadna autorita.<br \/>\nNegat\u00edvami liber\u00e1lneho \u0161t\u00fdlu je vytv\u00e1ranie n\u00e1zorovo oddelen\u00fdch skupiniek, presadzovanie osobn\u00fdch z\u00e1ujmov a cie\u013eov, neplnenie \u00faloh a nedostatky vo fungovan\u00ed pracoviska, a\u017e mo\u017en\u00e1 \u00fapln\u00e1 anarchia. Niekedy sa vyskytn\u00fa aj tak\u00e9 situ\u00e1cie, kedy je potrebn\u00e9 a nevyhnutn\u00e9 pou\u017ei\u0165 autokratick\u00fd \u0161t\u00fdl.<\/p>\n<h3>Demokratick\u00fd \u0161t\u00fdl<\/h3>\n<p>Ve\u013ek\u00fd d\u00f4raz kladie mana\u017e\u00e9r na vybudovanie vz\u0165ahov v podniku a na splnenie \u00faloh organiz\u00e1cie. Pracovn\u00edci v organiz\u00e1cii s\u00fa spr\u00e1vne motivovan\u00fd, hlavne zapojen\u00edm, nemusia sa b\u00e1\u0165 vyslovi\u0165 svoj n\u00e1zor. Demokratick\u00fd \u0161\u00e9f si ich n\u00e1zory vypo\u010duje, zv\u00e1\u017ei ich a \u010dasto vyu\u017e\u00edva v procese vedenia \u013eud\u00ed. Podporuje aktivitu zamestnancov, m\u00f4\u017eu sa prejavi\u0165 naplno a rozvin\u00fa\u0165 svoje talenty, db\u00e1 na princ\u00edp individuality. V\u00fdsledkom pr\u00e1ce demokratick\u00e9ho vodcu je v\u00fdborn\u00e1 pracovn\u00e1 kl\u00edma, pracovn\u00edkov bav\u00ed chodi\u0165 do pr\u00e1ce, preto\u017ee medzi nimi vl\u00e1dne d\u00f4vera a dobr\u00e9 medzi\u013eudsk\u00e9 vz\u0165ahy. Priate\u013esk\u00e1 atmosf\u00e9ra vytvoren\u00e1 na pracovisku vedie k zv\u00fd\u0161enej produktivite pr\u00e1ce aj v d\u00f4sledku toho, \u017ee mana\u017e\u00e9r dozer\u00e1 na \u010dinnos\u0165 v hlavn\u00fdch f\u00e1zach plnenia \u00faloh. T\u00fdm \u017ee pracovn\u00edci s\u00fa optim\u00e1lne kontrolovan\u00fd, doch\u00e1dza v organiz\u00e1cii u podriaden\u00fdch k lep\u0161iemu plneniu si svojich povinnost\u00ed.<br \/>\nNev\u00fdhodou tohto \u0161t\u00fdlu je \u010dasov\u00e1 n\u00e1ro\u010dnos\u0165 k z\u00edskavaniu konsenzu a rozhodovaniu. V kone\u010dnom d\u00f4sledku b\u00fdva \u010dasto naj\u00faspe\u0161nej\u0161\u00ed zo v\u0161etk\u00fdch \u0161t\u00fdlov, preto\u017ee preb\u00fadza siln\u00fa motiv\u00e1ciu k spolupr\u00e1ci a umo\u017e\u0148uje efekt\u00edvne vyu\u017eitie schopnost\u00ed <a href=\"https:\/\/www.euroekonom.sk\/japonsky-manazment-a-jeho-aplikacia-v-praxi\/\">v\u00e4\u010d\u0161iny \u010dlenov skupiny<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u0160t\u00fdly vedenia \u0160t\u00fdl vedenia je vertik\u00e1lny vz\u0165ah ved\u00faceho k podriaden\u00fdm charakteristick\u00fd pre dan\u00e9ho ved\u00faceho pracovn\u00edka. Je to v podstate forma pracovn\u00e9ho vz\u0165ahu nadriaden\u00e9ho pracovn\u00edka k &hellip; <\/p>\n","protected":false},"author":15,"featured_media":24898,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[135,136],"class_list":["post-7900","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa","tag-moderny-manazment","tag-styly-vedenia"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>\u0160t\u00fdly vedenia v mana\u017emente<\/title>\n<meta name=\"description\" content=\"Likertove \u0161t\u00fdly vedienia a poz\u00edcie v mana\u017e\u00e9rskej mrie\u017eke. Rozhoduj\u00face premenn\u00e9 pre v\u00fdber vhodn\u00e9ho \u0161t\u00fdlu. 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