| Abstract [eng] |
In today's world, the importance of leaders in the success of an organisation is constantly growing. Organisations should pay attention to the personal qualities of their leaders when selecting the right leaders to solve problems and deliver effective performance. Transactional leaders are characterised by precise instructions to employees, focusing on structure, strategy and clearly defined roles to guide employees towards the organisation's goals. These leaders are well suited to organisations where the risk of error is high, as transactional leaders have the ability to channel risk and ensure safety, which is why they are valued in environments such as military operations. Transformational leaders are change-oriented, able to work productively in a dynamic environment, and encourage employees to make innovative decisions and go beyond what is expected of them. For these reasons, these leaders are suited to organisations that are innovative (e.g. organisations involved in IT projects). Both transactional and transformational leaders also have an impact on employee job satisfaction, organisational citizenship, job performance, organisational citizenship and other processes related to employee behaviour. Although these types of leadership have been studied for a long time, the need for research on them persists to this day. There are a number of studies that have investigated managerial leadership behaviour with mixed results, and more research is needed to identify them more precisely. The lexicon and visual identity of transactional leaders are very under-researched but also important areas, as both visuals and communication have a significant impact on employees, and more research is needed in these areas. The aim of the study is to uncover the taxonomy of transactional and transformational leadership in the context of lexicon, managerial behaviour and visual identity. To achieve this goal, the following objectives are set: 1. To define an outline of the transactional and transformational leadership taxonomy in the context of managerial behaviour, lexicon and visual identity. 2. To develop a methodology for the study of transactional and transformational leadership in the context of managerial behaviour, lexicon and visual identity 3. To investigate the transactional and transformational leadership in the context of managerial behaviour, lexicon and visual identity. The analysis of the results of the study revealed differences between the lexicon used by transactional and transformational leaders. Differences were also found between the duration of speaking and the number of words used by these leaders, but additional testing did not find a correlation between these variables and transactional and transformational leaders. When examining the managerial behaviour of leaders, differences were found between these leaders in terms of confidence building, productivity, leadership potential and extra effort, but additional testing did not find a connection between the managerial behaviour of leaders and transactional and transformational leaders. A relation between transactional and transformational leadership was found in two out of the twelve pairs of visuals presented for selection, but no correlation was found between the choices of transactional and transformational leaders, as both types of leaders mainly chose the same visual. |
