Etiško vadovavimo raiška organizacijoje

LTStraipsnyje atskleista etiško vadovavimo svarba organizacijų veikloje. Etiškas vadovavimas – tai asmeniniu, teigiamu pavyzdžiu, remiantis asmeninėmis vertybėmis ir visuotinai priimtinomis etikos normomis, formuojama elgsena, kreipianti darbuotojų veiklą, pasitelkus pasitikėjimą, siekiant sėkmingai įgyvendinti tikslus: savo, darbuotojų, organizacijos, visuomenės. Sprendžiama mokslinė problema, kaip pasireiškia etiškas vadovavimas organizacijoje, siekiama išsiaiškinti, teiraujantis apie vadovavimo etiškumą, ar vadovo ir jam tiesiogiai pavaldžių darbuotojų požiūris sutampa. Atlikti du kokybiniai tyrimai organizacijoje: interviu su vadovu ir diskusijų grupės interviu su tiesiogiai vadovui pavaldžiais darbuotojais. Tyrimo rezultatai atskleidžia, kad iš dalies dirbama esant etiškam vadovavimui, vadovas laikosi etikos principų, bet jo ir jam tiesiogiai pavaldžių darbuotojų požiūris į etišką vadovavimą dažnu atveju skiriasi. [Iš leidinio]Reikšminiai žodžiai: Diskusijų grupė; Etiškas vadovavimas; Interviu; Vadovas; Ethical leadership; Focus group; Interview; Manager.

ENThe article shows the importance of ethical leadership in organisations. Ethical leadership is the behaviour of a leader based on a positive personal example, personal values, and universally acceptable ethical norms, aimed at directing the activities of employees, the organisation and society to achieve their goals through trust. In the article, we formulate two questions: Is ethical leadership inherent in an organisation? What is the approach of the manager and his immediate subordinates to ethical leadership? The goal of the study is to reveal the manifestation of ethical leadership in an organisation. Research methods: the analysis of scientific literature, synthesis, and comparison. Two qualitative studies were used: focus group interviews for employees, and the interview method for managers. After the interviews, the data was transcribed, and a graphic representation of data was used. The results of the study show that, in part, ethical leadership is manifested in the organisation, and the manager is guided by ethical principles. The attitude to ethical leadership of the manager and his direct subordinates frequently differs. The analysis results in a two-fold impression. On one hand, the manager wants staff to be accountable and autonomous, and to act ethically. But we understand from the employees that they are slightly afraid of the manager, and are reluctant to show initiative. Even if they saw problems in the organisation, they would not point them out to the manager. The employees seem to dislike the leadership style and attitude of the manager. They would like a more precise formulation of their tasks.Although they would like their opinions to be heard, they do not want to bear responsibility. It would be interesting to hear the views of managers on this situation: to understand whether a manager was appointed to replace the established culture in the organisation, to stir up employees; or whether the manager was appointed to achieve results, but to follow and adapt to the established order. To sum up the results of the study, we can say that not a lot of attention is paid to ethical leadership in the organisation, but not many manifestations of unethical behaviour were detected. [From the publication]

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