THE ROLE OF LEADERSHIP IN SHAPING INTERPERSONAL RELATIONSHIPS IN THE CONTEXT OF POSITIVE ORGANIZATIONAL POTENTIAL
DOI:
https://doi.org/10.12775/JPM.2014.022Keywords
Positive Organizational Scholarship, Positive Organizational Potential, leadership, top managers, middle managers, interpersonal relationshipsAbstract
Research purpose: The aim of the paper is to analyze the role of leadership in shaping interpersonal relationships in the context of Positive Organizational Potential. In order to achieve our aim, the three following research objectives have been set: (1) to assess the infl uence of intra-organizational antecedents related to leadership on interpersonal relationships, (2) to identify and analyze the correlations between top management behaviors and interpersonal relationships considered as the key areas of Positive Organizational Potential, and (3) to identify and analyze the correlations between middle management behaviors and interpersonal relationships considered as the key areas of Positive Organizational Potential.
Methodology/approach: The analyses are based on the findings of the questionnaire survey conducted in companies operating in Poland and the Delphi panel grouping researchers and business practitioners.
Findings: Leadership-related factors are identified as a category of intra-organizational antecedents of a strong impact on interpersonal relationships. Such findings are confirmed for the majority of studied intra-organizational antecedents related to leadership including: leaders’ ability to influence and inspire others, models of relationships provided by both the top and middle managers, leaders’ emphatic behaviors, treating subordinates with respect and building the climate of trust. The study of correlations between the key areas of Positive Organizational Potential confirms that interpersonal relationships are much strongly correlated with the attitudes and behaviors of middle managers than with those of top managers.
Limitations/implications: The small number of firms participating in the survey (N = 73) and the fact that the research sample included only companies operating in Poland should be considered as limitations to extend the findings and conclusions to a wider population.
Originality/value: The paper is based on the findings of empirical research including a questionnaire survey and a Delphi panel. It makes references and is the extension of works by Glińska-Neweś (2013) and Haffer (2013) based on the same empirical material. The added value of the paper is the thoroughness of the study and its increased objectivity being the result of combining various data elicitation techniques.
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