| Abstract [eng] |
In today’s business world, change, technological advancements and competition, challenge organizations to create and implement innovations, find new ways to develop a product and to satisfy the needs of their consumers. Lately, political factors have influenced the activities of industry in Lithuania, which is why innovation is necessary for them to succeed in a market-driven economy, and why organizations value employees that are able to creatively solve problems and generate new ideas. All of this means that heads of organizations are interested in scientific studies that are related to the construct of innovative behaviour in their employees as well as the factors that enable such behaviour. The most recent research into the innovative behaviour of employees points out that culture, inner communication, workplace environment, cooperation and the ability to share and exchange information are the factors that can positively impact the behaviour of employees, however, the relationship between a supervisor and their subordinates, as well as their management style, are, without a doubt, the most significant parts of innovative behaviour of employees. Work object: management styles that enable innovative behaviour in employees. The purpose of this study: to analyse the management styles that enable innovative behaviour in employees. The purpose of this work is detailed by tasks, which form this work structure: innovative behaviour of employees, it’s components and factors that determine such behaviour are analysed theoretically; management styles that enable innovative behaviour in employees are then identified; in the design part of this project, the expression of the employees’ innovative behaviour and the management styles of supervisors within the company “Viking Malt” are introduced as well as the results of the study on management styles that enable innovative behaviour. Methodology, that was used to solve the tasks, consists of an analysis of scientific literature, questionnaire and interview methods, statistical data and qualitative content analysis. Based on the analysis of scientific literature it can be said that innovative behaviour of employees is defined as a multistep/complex process; idea generation/implementation/realization; employees’ behaviour/a form of behaviour; personal qualities/characteristics/features. Many different components of innovative behaviour are mentioned in scientific sources, however, by systematizing the opinions of different scholars, we can discern the main components of innovative behaviour: identification and solution of problems, idea generation, using said ideas, implementing them, constant self-improvement, work skills and personal characteristics of the employees. At the end of the theoretical analysis, certain management styles that enable innovative behaviour in employees have been identified: transformative, transactional, subservient and Laissez-Faire. Quantitative and qualitative research has been carried out at “Viking Malt” to investigate the expression of innovative behaviour in employees and of the management styles of supervisors, and to identify the management styles that enable such behaviour. Based on the qualitative research, it can be stated that the innovative behaviour in employees is showcased by their ability to recognize problems, make decisions, implement ideas and their work skills. According to the employees, the supervisors of the company that is being examined mostly use the transformative and subservient management styles. Based on the results of correlation analysis, it can be stated that the transformational and subservient management styles positively impact the innovative behaviour of employees, while the transactional one does the opposite. The results of the quantitative analysis show that the supervisors’ opinions about the innovative behaviour of employees and the tools, methods used to enable it differ within the organization, which suggests that they identify themselves with different leadership styles, that influence their behaviour and relationship with employees. Based on the results of quantitative and qualitative research, the thesis makes recommendations to the parties involved: the managers and the employees of the organization. |
