| Abstract [eng] |
The paper aims to examine the leadership of mid-level managers in the context of implementation of Good Governance principles in Pakruojis District Municipality and to form a mid-level manager’s-leader’s hypothetical model, the application of which would contribute to the effectiveness of the activities of the municipality. The Master's Thesis consists of three parts (theoretical, methodological and empirical), in addition conclusions, recommendations, references and appendices. In the first part of the Master’s Thesis the concepts of Good Governance and leadership and the theoretical interface between them are analyzed, the theory of the leadership styles is presented, the leaders’ role in the implementation of Good Governance principles is defined theoretically. Based on the theoretical analysis, the operationalization of the objective of the research-leadership in the context of Good Governance concept-is carried out forming the basis for peparation of the empirical research methodology and survey instruments. The second part discusses the research methodology, verifying the methods and instruments utilised, reviewing the requirements for the research ethics, and presenting the study sample. Qualitative research methods such as the document analysis, the group discussion (target group) and the semi-structured interview have been utilised in this final paper. The results of the empirical study are presented in the third part of the paper, with respect to mid-level managers in the process of implementation of Good Governance principles, as analysing aspects of the implementation according to their job descriptions, identifying leadership peculiarities, and distinguishing the attributes of good management-leadership and dominant leadership styles. The research has shown the mid-level managers’ – leaders’ role in the implementation of Good Governance principles and identified the challenges the mid-level managers encounter in the context of implementation of Good Governance principles. The obtained data demonstrated that the mid-level managers, in order to contribute to the implementation of Good Governance principles, apply different leadership styles. The study has shown that the mid-level managers’ role is related to assurance of responsibility, accountability and transparency, development of ethical climate and employee competence, encouragement of cooperation development not only in the department and the institution but also beyond. The analysis of the informants’ arguments identified the internal and external challenges that intefere with mid-level managers’ implemention of the principles of Good Governance and highlighted the role of leaders in the face of difficulties. Based on the data obtained, the mid-level manager’s-leader’s hypothetical model has been developed. |
