摘要：In the past century McClelland (1975) began exploring non-conscious motives and their influence on leader’s behaviour.We investigated how leader’s intrinsic motivation influences his leadership behaviour,both with managers and entrepreneurs.Our randomized sample included 59 executives employed in Slovenian and international companies with headquarters in Slovenia.We conducted a one hour long structured interview with each individual and asked at least nine of their subordinates to fill in two different questionnaires based on the executive’s behaviour under study.Winter’s motive scoring system for coding power,affiliation and achievement motives and expressions of responsibility was used to analyse the interviews.The evaluation method proved not to be sufficiently reliable.Factor analysis showed five different styles of leadership: value based leadership,directive leadership,participative leadership,productivity oriented leadership and supportive leadership.Achievement and power motivation are prevailing in entrepreneurs,whereas in managers the leader motivational profile is more often (33%) noticed (high power motivation,high concern for the moral exercise of power,and power motivation greater than affiliative motivation).The prediction of influence of unconscious motives presents a smaller part than expected.
其他摘要：Že v prejšnjem stoletju je McClelland (1975) začel z raziskovanjem odnosa med nezavednimi motivi in vodjevim vedenjem.V pričujoči raziskavi nas je zanimalo,kako vpliva vodjeva notranja motivacija na njegovo vedenje oz.stil vodenja.Po načelu priložnostnega vzorčenja je bilo v raziskavo vključenih 59 vodij,zaposlenih v slovenskih in mednarodnih podjetjih,ki imajo sedež v Sloveniji.Z njimi smo opravili enourni usmerjeni intervju ter najmanj devet njihovih direktno podrejenih prosili za izpolnitev dveh vprašalnikov,ki se nanašajo na vedenje vodje.Za analizo intervjujev smo uporabili Winterjev sistem vrednotenja motivov moči,druženja in dosežkov ter moralne odgovornosti.Metoda vrednotenja se je izkazala za nizko zanesljivo.Na osnovi faktorske analize smo oblikovali pet prepoznavnih stilov: vodenje,temelječe na vrednotah,direktivno vodenje,sodelovalno vodenje,storilnostno naravnano vodenje in podporno vodenje.Analiza nezavednih motivov je pokazala,da pri podjetnikih prevladujeta motiv dosežkov in motiv moči,medtem ko pri direktorjih pogosteje (33 %) opazimo prisotnost motivacijskega profila vodenja (visoko izražena moralna odgovornost ter visoko izražen motiv moči,ki je višji od motiva po druženju).Napovedani vpliv nezavednih motivov na vodjevo vedenje pa je manjši od pričakovanega.
