| Abstract [eng] |
The study intends to disclose the effect of managerial behaviour on the psychosocial experiences of STEM (science, technology, engineering, and mathematics) workers. Using two fundamental approaches to leadership – task-oriented and relationship-oriented behaviours – the paper seeks to reveal what characteristics of the two managerial behaviour styles shape positive and negative experiences of STEM workers’. To characterise employee psychological experiences in the workplace, neuroscience-based Rock’s SCARF (status, certainty, autonomy, relatedness, fairness) model was employed. A qualitative method was used, which enables an in-depth understanding of the phenomena. For this purpose, 50 STEM professionals in Lithuania participated in semi-structured interviews to collect qualitative data. The study revealed that status was one of the most sensitive psychosocial experiences of STEM workers, especially when it was positively influenced by managerial behaviour. Meanwhile, the most negative SCARF experiences of STEM workers were related to a reduced sense of fairness and relatedness. Furthermore, the study revealed both relationship- and task-oriented behaviour characteristics that positively or negatively affected the psychosocial experiences of STEM workers. STEM workers experienced more positive SCARF experiences due to the task-oriented behaviours of managers, whereas relationship-oriented managerial behaviour was mentioned more often as a cause of the formation of negative psychosocial experiences. Finally, the paper provides strong support for the assumption that the integration of both managerial behaviour styles ensures effective leadership, combining a goal-driven approach that prioritises efficiency, work organisation, and successful fulfilment of tasks. |
