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2022 | z. 165 | 173--181
Tytuł artykułu

Interaction Between the Manager and the Hidden Informal Leader

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Języki publikacji
Purpose: The purpose of this article is to explore the issues surrounding hidden informal leadership. Namely, the theoretical foundations of this phenomenon and the methodological foundations of effective interaction between a formal leader and a hidden informal leader. Design/methodology/approach: The research method used in the article is the analysis scientific works of researchers studying the psychological features of the leadership phenomenon. The research procedure included a review of scientific literature, methodological analysis, identification of consistent connections between the structural parts of the researched problem, and deductive reasoning. Findings: The paper examines the issue of hidden informal leadership in the organization. The formal manager's attention to such leaders is necessary because the influence of a hidden informal leader can be both positive and negative. On the one hand, the potential of a hidden informal leader can be realized to achieve the goals of the organization. On the other hand, a hidden informal leader can have a negative impact on the team, impairing communication between the leader and the team. Developed emotional intelligence is a critical leadership quality of a formal manager to manage relationships with hidden informal leaders. Research limitations/implications: Our suggestions for future research are conducting surveys in organizations of various spheres of activity to identify hidden informal leaders. Practical implications: Since the effectiveness of organizations depends on the interaction and influence of the formal manager on the team, the socio-psychological direction of these relationships is critical in achieving the point of the organizational system. Social implications: The activities of employees in progressive organizations with people-oriented styles of interaction between the manager and the staff have a positive effect on the quality of life of each participant in the process. Originality/value: The results of the study show the importance of studying issues related to hidden informal leadership due to the possibility of positive and negative consequences of the interaction of such leaders with other team members. The established connections between the communication style of leadership and 1) leadership qualities of formal leaders and 2) human-oriented styles of interaction of the manager with the staff make it possible to use the identified practical and methodological approach to the effective operation of the organization.(original abstract)
Opis fizyczny
  • Silesian University of Technology
  • Sumy State University
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