| Abstract [eng] |
Links between employee psychological resilience and style of leadership are examined in this master’s thesis. Psychological resilience means capability to maintain healthy and competent personality despite negative circumstances and effectively cope with adverse and stressful situations. Speaking about leadership styles, psychological resilience usually is associated with authentic leadership, which involves transparency, altruistic actions, and behavioral consistency. Authentic leader fosters positive psychological capacities and develops positive, ethical and supportive context in organization. Taking into consideration that authentic leader positively influences employee psychological well-being, it is very important to evaluate links between employee psychological resilience and authentic leadership. The aim of this study is to analyze links between employee psychological resilience and authentic leadership. Psychological resilience scale, Authentic leadership questionnaire and Questionnaire, assessing stressful situations and manager support, were used to achieve this goal. 111 employees, aged from 22 to 52, participated in this study. Data analysis was based on T- Test, Pearson correlation, Chi-Square Test and Linear Regression. Results indicated, that one fifth of employees have low level of psychological resilience, others – high level. Employees’ psychological resilience is positively related with the frequency of manager’s help and effectiveness of this help: the more often manager helps to employee to deal with stressful situations and the more this help is effective, the more psychologically resilient is employee. It was found that more than half of employees evaluated their managers as authentic leaders. According to the results, authentic leadership is positively related with frequency of manager’s help and effectiveness of this help. There are positive links between authentic leadership and employee psychological resilience: the more leader is authentic, the more employee is psychologically resilient. Finally, manager’s openness and authentic leadership are strong predictors of employee psychological resilience. |
