Leading Russians in multiple ways: Relationshipbetween various leadership styles and workengagement in Russia with self-efficacy as mediator
Başlık çevirisi mevcut değil.
- Tez No: 692575
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Yüksek Lisans
- Konular: Siyasal Bilimler, Political Science
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2018
- Dil: İngilizce
- Üniversite: Aalto University (Aalto Yliopisto)
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 76
Özet
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Özet (Çeviri)
Historically leadership style in Russia has been of authoritarian type and Russia has been resistant to other leadership styles where people have been unwilling to participate in decision-making, taking responsibility and sharing feedback. With emergence of young generation in Russia with eagerness to learn to be engaged to work and Russia going through transformation in global economy, this pattern could have changed. After exploring literature review on leadership, work engagement, self-efficacy and Russian context, in this quantitative study, data that was collected by means of surveys among 403 employees is analyzed to examine the relationship between authoritarian, transformational and paternalistic leadership styles and work engagement and whether self-efficacy is mediating this relationship. Findings highlight that surprisingly all the 3 leadership styles are significantly related to work engagement in Russia and that self-efficacy does not explain the relationship between transformational or paternalistic leadership and work engagement but the one between authoritarian leadership and work engagement. Results are discussed, and limitations of the study are presented along with future research suggestions. Keywords transformational leadership, authoritarian leadership, paternalistic leadership, self-efficacy, work engagement, Russian work culture
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