20.500.12556/DKUM-98444 Vpliv stilov vodenja na inovativno vedenje zaposlenih generacije z The influence of leadership styles of the innovative behaviour of generation z employees Generacija Z kot najmlajša skupina zaposlenih vstopa v organizacije z izrazito drugačnimi pričakovanji, vrednotami in vedenjskimi vzorci kot prejšnje generacije. Zanjo so značilni visoka digitalna pismenost, želja po avtonomiji, hitri povratni informaciji ter iskanje smisla in osebnega razvoja pri delu. Te posebnosti pomembno vplivajo na to, kako doživlja delovno okolje in kako se odziva na vodstvene pristope. Inovativno vedenje zaposlenih je rezultat prepleta individualnih dejavnikov, kot so motivacija, ustvarjalnost in notranja zavzetost, ter organizacijskih dejavnikov, med katerimi izstopata kultura in klima, ki spodbujata odprtost, psihološko varnost in pripravljenost na preizkušanje novih idej. Pri generaciji Z se inovativnost še posebej povezuje z občutkom, da je njihov prispevek slišan, da imajo možnost sodelovati pri odločanju ter da delajo v okolju, ki spodbuja eksperimentiranje in učenje. Stili vodenja imajo pri tem ključno vlogo. Transformacijski, participativni in podporni voditelji ustvarjajo pogoje, v katerih generacija Z lažje izraža svojo ustvarjalnost, prevzema pobudo in prispeva k inovacijam. Takšni voditelji spodbujajo odprto komunikacijo, omogočajo razvoj kompetenc ter gradijo odnose, ki temeljijo na zaupanju. Nasprotno pa avtoritarni, togi ali izrazito hierarhični pristopi zmanjšujejo motivacijo, omejujejo samostojnost ter zavirajo inovativno vedenje, saj ne ustrezajo pričakovanjem generacije Z glede fleksibilnosti, dialoga in partnerskega odnosa. Povezava med stili vodenja in inovativnostjo generacije Z tako temelji na skladnosti med vodstvenim pristopom in psihološkimi ter delovnimi značilnostmi te generacije. Ko voditelji razumejo njene potrebe ter prilagodijo način vodenja sodobnim, digitaliziranim in hitro spreminjajočim se delovnim okoljem, generacija Z pokaže visoko stopnjo ustvarjalnosti, prilagodljivosti in pripravljenosti prispevati k inovacijskemu potencialu organizacije. Empirični del naloge raziskuje vplive stilov vodenja na inovativnost generacije Z. Rezultati prikazujejo, da generacija Z daje prednost vodjem, ki jim dajo dovolj svobode in prostora za razmišljanje ter medsebojno sodelovanje. Ugotovitve raziskave potrjujejo, da pripadniki generacije Z dajejo velik poudarek na odprto komunikacijo in možnost izražanja mnenj. Vodje, ki njihove predloge aktivno vključujejo v odločitve, prispevajo k večji motivaciji, občutku vrednotenja ter večji pripravljenosti na sodelovanje. Zaposleni generacije Z se v povprečju počutijo psihološko varno na delovnem mestu ter dovolj spodbujeni k inovativnosti. Generation Z represents the youngest cohort entering the workforce, bringing distinct values, expectations, and behavioral patterns that significantly reshape modern organizational environments. This generation is characterized by high digital literacy, a strong desire for autonomy, rapid feedback, and meaningful work that supports personal growth. These characteristics influence how Generation Z perceives the workplace and how it responds to different leadership approaches. Employee innovativeness emerges from a combination of individual factors—such as motivation, creativity, and intrinsic engagement—and organizational factors, including culture and climate that foster openness, psychological safety, and the willingness to explore new ideas. For Generation Z, innovative behavior is particularly linked to feeling heard, having opportunities to participate in decision‑making, and working in an environment that encourages experimentation and continuous learning. Leadership styles play a crucial role in shaping these conditions. Transformational, participative, and supportive leadership approaches create environments in which Generation Z can more easily express creativity, take initiative, and contribute to innovation. Such leaders promote open communication, facilitate skill development, and build trust‑based relationships. In contrast, authoritarian, rigid, or strongly hierarchical leadership styles tend to reduce motivation, limit autonomy, and hinder innovative behavior, as they do not align with Generation Z’s expectations for flexibility, dialogue, and partnership. The connection between leadership styles and the innovativeness of Generation Z therefore rests on the alignment between leadership practices and the psychological as well as work‑related characteristics of this generation. When leaders understand these needs and adapt their approach to the realities of modern, digitalized, and rapidly changing work environments, Generation Z demonstrates high levels of creativity, adaptability, and willingness to contribute to the organization’s innovation potential. The empirical part of the paper looks at how leadership styles affect Gen Z's innovativeness. The results show that Gen Z prefers leaders who give them enough freedom and space for thinking and collaboration. The findings confirm that members of Gen Z place a lot of emphasis on open communication and the chance to voice their opinions. Leaders who actively include their suggestions in decision-making contribute to higher motivation, a sense of being valued, and greater willingness to collaborate. Employees of Generation Z generally feel psychologically safe at work and adequately encouraged to be innovative. generacija Z stili vodenja inovativnost inovativno vedenje zaposleni generation Z leadership styles innovation innovational behavior employees true true false U. Klopčič] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2026-06-12 19:50:09 2026-08-27 12:19:31 2026-08-28 03:14:11 0000-00-00 00:00:00 2026 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005:331.1 289115907 MAG_Klopcic_Urska_2026.pdf MAG_Klopcic_Urska_2026.pdf 1 1270E620CD0B96C9E9071ECA0E59A122 ec5187a614b9db75f8a7581233dbd1051d334f557843d97fee874b82de4c69c7 57e48a4c-7f95-11f1-bc70-00155d580e34 https://dk.um.si/Dokument.php?lang=slv&id=208256 Ekonomsko-poslovna fakulteta 0 0 0