| Abstract [eng] |
The purpose of this study is to determine the role of employee’s critical thinking in the relationship between employee’s perceived leadership style and employee’s job performance. The final study sample consists of 181 employees: 42 (23.2%) men, 136 (75,1 %) women and 3 (1.7%) people who answered the question about their gender as "other". The age of the study participants ranged from 20 to 63 years (M = 32.76, SD = 10.97). Study participants were required to complete the Individual Work Performance Questionnaire, the Hersey and Blanchard Situational Leadership Assessment Questionnaire, And the UF-EMI Critical Thinking Disposition Assessment Questionnaire and provide their demographic data. The analysis of the data collected during the research shows that, if the subordinate has disposition for critical thinking, in the case of autocratic leadership style of their manager, i.e. when manager directs the subordinate what they must do and how and does not pay attention to the creation and maintenance of relationship with the subordinate, the subordinate’s job performance deteriorates. Meanwhile, if the subordinate has disposition for critical thinking, in the case of participative leadership style of their manager, i.e. when manager supports subordinate’s strengths and builds and maintains a relationship with the subordinate, the subordinate’s job performance improves. This means that the employee’s critical thinking plays an important role in the relationship between employee’s job performance and employee’s perceived manager’s leadership style and could possibly be a criterion by which their manager could choose a leadership style that is suitable for the subordinate and promotes better job performance. |
