PRIMENA MODELA „LIDERSKA MREŽA“: STUDIJA SLUČAJA SEKTOR ZA LJUDSKE RESURSE MUP-A SRBIJE

Tatjana D. Janovac; Goran Đoković

doi:10.51738/Kpolisa2022.19.4r.27jdj

Autori

Tatjana D. Janovac University Business Academy in Novi Sad, Faculty of Applied Management, Economics and Finance, Belgrade https://orcid.org/0000-0001-7436-0752
Goran Đoković Modern Business School, Belgrade https://orcid.org/0000-0001-6842-0317

DOI:

https://doi.org/10.51738/Kpolisa2022.19.4r.27jdj

Ključne reči:

liderska mreža, ponašanje rukovodioca, efektivnost procesa, ljudski resursi, MUP

Apstrakt

Efektivno liderstvo je veoma važno za rad javnog sektora. Na efektivnost procesa liderstva utiču mnogobrojni faktori. Jedan od tih faktora odnosi se na ponašanje lidera i rukovodioca. Liderska mreža predstavlja praktičan model za obuku menadžera, rukovodioca i lidera. Ovaj model ima poseban značaj sa aspekta povećanja produktivnosti i posvećenosti poslu zaposlenih. Da bi se primenio model, potrebno je identifikovati orijentaciju ponašanja lidera, rukovodioca ili menadžera. Empirijsko istraživanje sprovedeno je u organizacionim jedinicama Sektora za ljudske resurse MUPa Republike Srbije primenom anonimnog anketnog upitnika u julu 2021. god. na uzorku od 50 ispitanika. Testiranje hipoteze omogućeno je primenom opisnih statističkih pokazatelja. Rezultati istraživanja ukazuju da zaposleni smatraju da su neposredni rukovodioci više usmereni na realizaciju zadataka. Na osnovu modela “liderska mreža” zastupljen je liderski stil-Kompromisni menadžment Rezultati ovog istraživanja mogu doprineti razvoju profesionalnih kapaciteta u cilju efektivnosti procesa i unapređenja rada javnog sektora.

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