| Abstract [eng] |
This overview of research work done by Danuta Diskiene includes the most important research issues and results obtained in the period of 1997–2008. The principal research points and issues are summarized below. Author’s research is related to the changes of leader’s role in the modern organization, as well as with different managerial attitudes of business and public sector leaders needed in the realization of managerial functions. The main aim of this research is to evaluate the managerial competencies of leaders according to the main managerial functions and to reveal the contents and directions of the competencies’ changes in respect to the challenges of the changing environment. The following tasks were formed to disclose the aim: • To perform a comparative analysis and indentify critical positions of the managers representing different levels in business and public sectors, invoking theoretical module of managerial competencies; • To determine Lithuanian cultural values and to reveal their influence on the managerial behavior in the organizations in consideration of cultural orientation model; • To analyze and summarize theoretical concepts which reveal the content of managerial functions in the context of managerial competencies’ cultivation, stressing their adaptability level for different sectors (business and public sector); • To evaluate the condition of leaders’ managerial competencies on different levels, through implementation of main managerial functions and to reveal possible directions for the competencies’ changes. The work was bases on the integration of theoretical thought and managerial practice. The empirical research on managerial problems were performed in two stages. Stage I – the research in Lithuanian manufacturing companies in 2000 was performed, and 559 respondents of various managerial levels were surveyed (Česynienė, Diskienė, Kulvinskienė, Marčinskas, Tamaševičius, 2002). The research included questions, which revealed the orientation of managerial functions according to self-awareness level of managers, the priority of certain attitudes. Besides the survey, a nonstandard, deepening interview aided in analyzing more in depth specifics of managerial thinking, which is visible in their attitudes and viewpoints towards managerial activity. Stage II – research was performed in 2005–2006 in the course of which 1154 different level managers were surveyed (Diskienė, Marčinskas, 2007) [1]. This research was based on the changed instrumentation concept, open questions were introduced to better indentify managerial competencies. Besides, the research bridged a wider geographical and activity specific research scope, the leaders of 639 business organizations and 515 public sector leaders. The main results of the research: • The valuation of leaders’ perception of importance of main managerial functions (planning, organization, leading, motivation, control), the level of leaders’ managerial competencies as the part of Lithuanian managerial potential were determined • The significant understanding changes of managerial role was revealed: the success of the organization depends more on the leader’s ability to team up people for the common 27 goals, ability to reveal and use the potential of the people, than on the leader himself. Nevertheless, the leadership potential of the managers is not sufficient and in some cases, it becomes a serious barrier for further development of the organization. • The research model for managerial competencies is proposed. It bridges five groups of competencies: strategic, functional, leadership, professional, which gave an opportunity to evaluate objectively archetypal skills and capabilities of the leaders. The leaders of businesses and private sector do not have adequate competencies in the spheres; nevertheless, the competencies at hand should ensure good work process, ability to analyze soundly the situation and independent thinking. • The understanding of employee needs was determined as correspondence of leaders’ managerial competencies with applied motivation tools in the organization. • The main orientations of Lithuanian cultural values were evaluated and their influence on managerial behavior in the organizations was revealed, which has a fair effect on the cultivation of the cross-cultural competencies. |
