| Abstract [eng] |
84 pages, 26 charts, 9 pictures, 89 references. The aim of the thesis is to analyse and identify the transformational and transactional influence of leadership styles on the engagement of X, Y and Z generation employees. The methods of this research include a systematic analysis that summarizes transactional and transformational leadership styles and the engagement of X, Y and Z generation employees, a quantitative research (a questionnaire), a statistical data analysis to analyse and evaluate the obtained data, and the method of synthesis to summarise and present conclusions and recommendations The paper consists of five parts. The first and the second parts present the analysis of the scientific literature. The third part of the paper is methodological: it presents the final research model and research objectives. The fourth part of the thesis includes the analysis of the research: the collected data is evaluated according to the provided methodology. In the last part of the work, conclusions and suggestions are presented. In scientific literature, leadership is described as the pursuit of a common goal, where by communicating, the leader helps followers to achieve it. Transformational leadership is focused on employees’ improvement, meanwhile in the transactional leadership, the priority is to achieve the goal of a company. Employees’ engagement is evident in their energy, dedication and active absorption of information. The analysis of the theoretical literature has shown that both transformational and transactional leadership styles are effective in increasing employee engagement. An executive who chooses a transformational leadership style can expect greater employee involvement in the job. The authors differ on the impact of transactional leadership style: some state that this leadership style has a negative effect on employee engagement, while others notice its positive effect. The results of this research showed that there is no relationship between the transactional leadership style and employee engagement. In the meantime, it was observed that the transformational leadership style had a positive effect on employee engagement. Generations X, Y, and Z act as moderators between a transformational leadership style and employee engagement. As the transformational leadership style intensifies, the involvement of generation Y and Z employees increases. Changes in transformational leadership style have no effect on the involvement of generation X employees. Generations X, Y, and Z act as moderators between transactional leadership style and employee engagement. It was found that when the intensity of the transactional leadership style fluctuates, the involvement of the generation X employees does not change. As the transactional leadership style intensifies, the involvement of the generation Y employees decreases, resulting in an inverse relationship. Strengthening the transactional leadership style positively influences the engagement of the generation Z employees. |
