Barriers And Stimulators of Effective Leadership

Efficiency, as an attribute of human action, has been the subject of interest in management theory and practice for centuries. In the literature there are comparisons of this tendency to the “terror of efficiency” Boj (2014) mentioned. This is due, inter alia, to the capacity and multidimensionality of the term efficiency. Also, the emergence and dynamics of the spread of new phenomena and the increase in their role in management processes open up new research problems in the field of efficiency. The aim of the article is to identify determinants conducive to and limiting the effectiveness of leadership on the basis of literature on the subject and economic practice.

A structure of the article: abstract, introduction, literature review, methodology, the results of the research, discussion, conclusions, limitations and future directions of the research.

The article reviews the literature related to the determinants of effective leadership. Then, the results of empirical research on barriers and stimulators of effective leadership are presented.

The article assumes the verification of the following hypotheses:

1. Literature studies on the subject indicate a wide spectrum of effective leadership factors.

2.The effectiveness of leadership in contemporary economic reality is increasingly determined by ethical, cultural, emotional, motivational, informational, institutional, structural, communication and competence factors.

3.Ethical, cultural, emotional, motivational, informational, institutional, structural, communication and competence factors may have a two-way effect, i.e. stimulating or limiting the effectiveness of leadership.