20.500.12556/DKUM-92997 Upravljanje pričakovanj zaposlenih z vidika vodij Managing Employee Expectations from A Leader’s Perspective Raziskovali smo kako vodje zaznavajo pričakovanja svojih zaposlenih ter v kolikšni meri se ta zaznava ujema z dejanskimi pričakovanji zaposlenih. Ključno nas je zanimalo, ali obstajajo razlike v zaznavanju štirih področij: kakovosti odnosa med vodjo in zaposlenim, vodstvenega vedenja, zadovoljstva pri delu ter pomembnosti kariernih pričakovanj. V teoretičnem delu smo opredelili pojem pričakovanj zaposlenih ter predstavili dejavnike, ki nanje vplivajo. Nadalje smo predstavili načine upravljanja pričakovanj in se osredotočili na vlogo vodij pri tem procesu. V empiričnem delu smo z uporabo validiranih vprašalnikov (LMX-7, MLQ, JSS, CEQ) izvedli kvantitativno raziskavo v petih organizacijskih enotah večjega podjetja ter analizirali 40 odgovorov zaposlenih in vodij. Z uporabo Mann-Whitneyjevega U-testa in Kruskal-Wallisovega H testa smo preverili štiri raziskovalna vprašanja, Spearmanova korelacija pa je dodatno osvetlila povezanost med zadovoljstvom pri delu in kariernimi pričakovanji. Rezultati raziskave so pokazali visoko stopnjo usklajenosti med zaznavami zaposlenih in vodij, kar kaže na dobro razumevanje vodij o tem, kaj njihovi zaposleni pričakujejo. Kljub temu pa to še ne pomeni, da so zaposleni visoko zadovoljni, le da vodje njihova pričakovanja prepoznavajo razmeroma natančno. Ugotovitve nakazujejo na pomen kontinuiranega spremljanja pričakovanj in vodenja odprtega dialoga med vodji in zaposlenimi. Pri tem je ključno razumeti, katera pričakovanja vodje lahko aktivno naslavljajo ter katera so pogojena s širšimi organizacijskimi dejavniki. Pridobljeni vpogledi ponujajo uporabne iztočnice za nadaljnje raziskave, ki bi lahko vključevale tudi merjenje organizacijske klime, kulture in zadovoljstva tako zaposlenih kot vodij. Takšen pristop bi omogočil celovitejše razumevanje usklajenosti znotraj organizacije ter dolgoročno prispeval k večjemu zadovoljstvu in učinkovitosti zaposlenih. We explored how leaders perceive the expectations of their employees and to what extent these perceptions align with the employees’ actual expectations. Our key focus was on whether there are differences in the perception of four areas: the quality of the leader–employee relationship, leadership behavior, job satisfaction, and the importance of career expectations. In the theoretical part, we defined the concept of employee expectations and outlined the key factors that influence them. We then presented strategies for managing expectations, with a particular focus on the role of leaders in this process. In the empirical part, we conducted a quantitative study using validated questionnaires (LMX, MLQ, JSS, CEQ) across five organizational units of a large company, analyzing 40 responses from employees and their direct supervisors. Using the Mann–Whitney U test and the Kruskal–Wallis H test, we examined four research questions, while Spearman’s correlation additionally shed light on the relationship between job satisfaction and career expectations. The results showed a high level of alignment between the perceptions of employees and their leaders, indicating that leaders generally have a good understanding of what their employees expect. However, this does not necessarily imply high employee satisfaction, but only only that leaders are relatively accurate in identifying those expectations. The findings emphasize the importance of continuously monitoring expectations and fostering open dialogue between leaders and employees. It is essential to understand which expectations leaders can actively address and which are shaped by broader organizational factors. The insights gained offer useful directions for future research, which could include measuring organizational climate, culture, and satisfaction levels of both employees and leaders. Such an approach would enable a more comprehensive understanding of alignment within the organization and contribute to higher long-term satisfaction and effectiveness of employees. pričakovanja zaposlenih vodje upravljanje pričakovanj zadovoljstvo pri delu teorija LMX employee expectations leaders expectation management job satisfaction LMX theory true true false Slovenski jezik Angleški jezik Magistrsko delo/naloga 2025-05-30 09:08:13 2025-08-07 10:38:02 2025-08-08 03:13:30 0000-00-00 00:00:00 2025 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 245102083 MAG_Logar_Matic_2025.pdf MAG_Logar_Matic_2025.pdf 1 63B7B8B46146B93CB3D8EB2A2D828205 96961a02c1734081c969efb254c56d8e4fcf397d72c39ebd2cba6d1340d7bb18 79a5714e-3e46-11f0-af4c-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=191570 Fakulteta za organizacijske vede 0 0 0