Eredményes és elkötelező vezetési stílusok különböző szervezeti kultúrákban

Judit Rácskay; István Törcsváry; Márton Hűvös

doi:10.3311/ope.41271

Authors

Judit Rácskay

Affiliation

Judit Rácskay is an economist with an MBA degree and over 20 years of professional experience in operational excellence and business development, gained both in UK based and Hungarian companies in financial services and retail. She currently works as a Group-level Operational Excellence Lead at a Hungarian multinational company. Alongside her business career, she is pursuing doctoral studies at the Doctoral School of the Faculty of Economic and Social Sciences at the Budapest University of Technology and Economics (BME). Her research focuses on the relationship between organisational culture and continuous improvement (CI).
István Törcsváry

Affiliation

István Törcsváry, PhD student at BME GTK, economist (MSc), teacher of economics (MSc), integrity expert. With 25 years of professional experience in the competitive sector, his current position is compliance and integrity expert at a large domestic company. His research interests include the challenges of compliance in the 21st century, the impact of leadership in creating compliance-aware organisational cultures and the measurement of integrity potential.
Márton Hűvös

Affiliation

Márton Hűvös is a recent graduate of the Business Administration and Management Bachelor's programme at BME GTK. He is currently working as an intern at a major Hungarian company, primarily involved in projects related to digitalization. His main professional interests lie in organizational operations and leadership, which is why he intends to continue his studies in the Leadership and Management Master's programme to further deepen his knowledge in this field.

Abstract

The aim of this article is to explore the relationship between organisational culture and leadership style, with a particular focus on whether there are typical culture-style pairings and which combinations contribute most to employee satisfaction and organisational success. The theoretical basis for the research was Cameron and Quinn's Competing Values Framework and Lewin's classical leadership style model. The quantitative study was based on 102 respondents from Hungary, and organisational culture was measured by the OCAI survey instrument, while leadership style was measured by a 15-question questionnaire based on Lewin's leadership style model. Respondents reported on combinations of organisational culture and leadership style, whether they lead to satisfaction and whether they lead to organisational and business success.
The results show a significant relationship between the type of organisational culture and the leadership style used. The most common combinations were democratic leadership associated with clan culture and democratic and laissez-faire leadership associated with adhocracy. Employee satisfaction was most influenced by the type of organisational culture, while the relationship with business success was not statistically significant, but qualitative patterns emerged. The research confirms that a supportive, participative leadership style combined with a flexible, people-oriented organisational culture is conducive to higher employee engagement.