S ILE S IA N U N IV E R S IT Y OF T E C H N O LO G Y P U B LIS H IN G H O U S E
SCIENTIFIC PAPERS OF SILESIAN UNIVERSITY OF TECHNOLOGY 2025
ORGANIZATION AND MANAGEMENT SERIES NO. 228
h p://dx.doi.o g/10.29119/1641-3466.2025.228.10 h p://managemen pape s.polsl.pl/
ANALYSIS OF MANAGERIAL BEHAVIORS
IN BUSINESS MANAGEMENT
E nes GÓRKA1*, Da iusz BARAN2, Michał ĆWIĄKAŁA3, Gab iela WOJAK4,
Robe MARCZUK5, Ka a zyna OLSZYŃSKA6, Pio MRZYGŁÓD7,
Maciej FRASUNKIEWICZ8, Pio RĘCZAJSKI9, Kamil SAŁUGA10,
Maciej ŚLUSARCZYK11, Jan PIWNIK12
1 Wyższa Szkoła Ksz ałcenia Zawodowego; e nes .go [email protected], ORCID: 0009-0006-3293-5670
2 Pomo ska Szkoła Wyższa w S a oga dzie Gdańskim, Ins y u Za ządzania, Ekonomii i Logis yki;
da iusz.ba an@ wojes udia.pl, ORCID: 0009-0006-8697-5459
3 Wyższa Szkoła Ksz ałcenia Zawodowego; michal.cwiakal[email p o ec ed], ORCID: 0000-0001-9706-864X
4 I'M B and Ins i u e sp. z o.o.; g.wojak@imb andins i u e.com, ORCID: 0009-0003-2958-365X
5 I'M B and Ins i u e sp. z o.o.; .ma czuk@imb andins i u e.com, ORCID: 0009-0008-3553-6581
6 Polsko Japońska Akademia Technik Kompu e owych; kon[email p o ec ed]m,
ORCID: 0009-0003-4309-6233
7 Pio M zygłód Sp zedaż-Ma ke ing-Consul ing; pio @ma ke ing-sp zedaz.pl, ORCID: 0009-0006-5269-0359
8 F3-TFS sp. z o.o.; m. asunkiewicz@imb andins i u e.com, ORCID: 0009-0006-6079-4924
9 MAMASTUDIO Pawlik, Ręczajski, sp. j.; pio @mamas udio.pl, ORCID: 0009-0000-4745-5940
10 I'M B and Ins i u e sp. z o.o.; k.saluga@imb andins i u e.com, ORCID: 0009-0000-0440-4035
11 Pomo ska Szkoła Wyższa w S a oga dzie Gdańskim, Ins y u Za ządzania, Ekonomii i Logis yki;
maciej.slusa czyk@ wojes udia.pl, ORCID: 0000-0001-6612-8179
12 WSB Me i o Uni e si y in Gdańsk, Facul y o Compu e Science and New Technologies;
[email protected], ORCID: 0000-0001-9436-7142
* Co espondence au ho
Pu pose: The p ima y aim o his esea ch is o empi ically in es iga e he si ua ional
adap abili y o manage ial beha io s and hei impac on o ganiza ional e ec i eness h ough
he p ac ical applica ion o Kenne h Blancha d's diagnos ic ool.
Design/me hodology/app oach: The objec i es a e achie ed by employing a scena io-based
diagnos ic ques ionnai e de i ed om Kenne h Blancha d's si ua ional leade ship model o
analyze manage ial beha io s and hei adap abili y in en selec ed companies.
Findings: The esea ch e ealed ha he suppo i e (a ilia i e) managemen s yle domina ed
among manage s, signi ican ly in luencing eam cohesion and mo ale, al hough i s
e ec i eness depended hea ily on clea goal-se ing and e ec i e eedback mechanisms.
Resea ch limi a ions/implica ions: The esea ch unde sco es he need o manage ial aining
o emphasize si ua ional adap abili y and he s a egic combina ion o suppo i e and delega ing
leade ship s yles o enhance o ganiza ional e ec i eness and economic pe o mance.
P ac ical implica ions: The esea ch p o ides p ac ical guidelines o enhancing leade ship
de elopmen p og ams by p omo ing lexible use o managemen s yles, which can imp o e
employee engagemen , decision-making e iciency, and ul ima ely d i e be e business
pe o mance and compe i i eness.
186 E. Gó ka, D. Ba an, M. Ćwiąkała, G. Wojak, R. Ma czuk e al.
Social implica ions: The esea ch may posi i ely impac socie y by p omo ing emo ionally
in elligen and adap able leade ship, os e ing heal hie wo kplace ela ionships, educing
con lic , and con ibu ing o imp o ed employee well-being and o ganiza ional cul u e.
O iginali y/ alue: The no el y o he pape lies in i s p ac ical applica ion o Blancha d's
si ua ional leade ship model o eal business en i onmen s, o e ing empi ical insigh s in o
manage ial s yle co ela ions and adap abili y, making i aluable o esea che s,
HR p o essionals, and o ganiza ional leade s aiming o imp o e leade ship e ec i eness.
Keywo ds: Si ua ional leade ship, suppo i e s yle, leade ship adap abili y.
Ca ego y o he pape : esea ch pape .
1. In oduc ion
Manage ial beha io emains a co ne s one o con empo a y business managemen s udies,
e lec ing he e ol ing na u e o leade ship heo ies and p ac ices. Al hough exis ing li e a u e
ex ensi ely add esses a ious manage ial compe encies— anging om echnical and
concep ual skills o emo ional in elligence— he e emains a signi ican gap conce ning he
dynamic adap abili y o manage ial s yles in p ac ice. The o iginali y o his a icle lies in i s
p ac ical explo a ion o leade ship beha io s h ough he applica ion o Kenne h Blancha d's
diagnos ic es , conduc ed among en selec ed companies.
Unlike p io s a ic examina ions o leade ship s yles, his s udy uniquely ocuses on
si ua ional adap abili y and eal- ime decision-making p ocesses wi hin a ious business
con ex s. By employing a de ailed ques ionnai e designed o p o oke c i ical and analy ical
e lec ion among manage s, his esea ch cap u es nuanced insigh s in o manage ial beha io ,
e ealing in ica e ela ionships and po en ial ade-o s be ween dis inc leade ship s yles such
as ins uc ional, suppo i e, delega ing, and eaching. This p ac ical, scena io-based
me hodological app oach p o ides esh empi ical e idence o how speci ic manage ial
beha io s conc e ely impac eam unc ionali y, employee mo i a ion, and o ganiza ional
e ec i eness.
Addi ionally, his esea ch con ibu es o iginal insigh s by s a is ically analyzing he
co ela ions be ween di e en manage ial s yles, highligh ing hei po en ial syne gies and
con lic s. Unde s anding hese in e dependencies is pa icula ly aluable o de eloping
aining p og ams and p ac ical ecommenda ions aimed a enhancing manage ial e ec i eness
in di e se o ganiza ional en i onmen s. Thus, his a icle no only complemen s exis ing
heo e ical amewo ks bu signi ican ly ad ances he unde s anding o e ec i e manage ial
p ac ice, emphasizing si ua ional esponsi eness and beha io al lexibili y as key compe encies
o con empo a y leade s.
Analysis o manage ial beha io s… 187
2. Li e a u e e iew on manage ial oles, compe encies, and leade ship
s yles
The igu e o he manage has long been a key opic in managemen heo y. Józe Penc
(1997) de ines a manage as "a pe son employed in a leade ship posi ion, possessing b oad
knowledge and skills essen ial o di ec ing people and managing o ganiza ions in condi ions
o unce ain y and cons an change". The e m i sel , appea ing in e changeably in Polish as
“menadże ” o “menedże ”. e lec s he widesp ead adap a ion o English manage ial concep s
in o local con ex s.
E ec i e managemen equi es mo e han jus heo e ical educa ion; i demands a speci ic
se o skills and inna e pe sonali y ai s (S one , Wankel, 1992). Manage ial compe encies
de elop h ough a combina ion o academic p epa a ion, p o essional expe ience, and cons an
exposu e o p ac ical challenges. Beyond heo e ical knowledge, eal-wo ld p ac ice allows
manage s o es hei abili ies, con on unexpec ed p oblems, and e ine decision-making
p ocesses unde dynamic condi ions.
Manage ial skills a e adi ionally ca ego ized in o h ee co e g oups: echnical,
in e pe sonal, and concep ual (G i in, 1996). Some schola s also dis inguish diagnos ic and
analy ical skills as a complemen a y, ye c ucial, se o compe encies. Technical skills in ol e
unde s anding he specialized knowledge and p ocesses speci ic o he indus y and
o ganiza ional en i onmen . In e pe sonal skills emphasize he abili y o communica e,
collabo a e, and mo i a e o he s e ec i ely, ensu ing smoo h in e pe sonal ela ionships wi hin
and ou side he o ganiza ion (Mańczyk, 2001). Concep ual skills enable manage s o pe cei e
he o ganiza ion holis ically, os e ing s a egic hinking and abs ac easoning necessa y o
high-le el decision-making. Diagnos ic and analy ical skills, on he o he hand, suppo
manage s in sys ema ically analyzing p oblems, o ecas ing ou comes, and selec ing he mos
e ec i e solu ions.
The manage ial hie a chy wi hin o ganiza ions is ano he i al aspec o managemen
science. Manage s a e o en classi ied acco ding o hei le el o esponsibili y: op-le el
manage s (e.g., CEOs, di ec o s), middle-le el manage s (e.g., depa men heads), and i s -line
manage s (e.g., supe iso s) (Penc, 1997). These oles a y signi ican ly in e ms o au ho i y,
scope o ac i i ies, and in luence on o ganiza ional p ocesses.
Addi ionally, manage s can be dis inguished by hei unc ional a eas, such as ma ke ing,
inance, ope a ions, human esou ces, and adminis a ion (Koźmiński, 1999). Ma ke ing
manage s, o ins ance, ocus on cus ome acquisi ion and p oduc p omo ion, whe eas inancial
manage s o e see esou ce alloca ion and in es men planning. Ope a ions manage s op imize
p oduc ion sys ems, human esou ces manage s handle s a ing and pe sonnel de elopmen ,
and adminis a i e manage s ensu e he o e all coo dina ion o a ious business unc ions.
188 E. Gó ka, D. Ba an, M. Ćwiąkała, G. Wojak, R. Ma czuk e al.
A c ucial con ibu ion o he unde s anding o manage ial unc ions comes om Hen y
Min zbe g (2012), who iden i ied en essen ial manage ial oles, g ouped in o h ee ca ego ies:
in e pe sonal, in o ma ional, and decisional. In e pe sonal oles include igu ehead, leade ,
and liaison; in o ma ional oles encompass moni o , dissemina o , and spokespe son; decisional
oles in ol e en ep eneu , dis u bance handle , esou ce alloca o , and nego ia o . Each ole
demands a speci ic se o beha io s and skills ha enable manage s o e ec i ely pe o m hei
du ies and adap o he changing needs o he o ganiza ion.
Classical managemen heo y, pa icula ly he wo k o Hen i Fayol (1926 u he
emphasizes he unc ional aspec s o managemen . Fayol di ided o ganiza ional ac i i ies in o
six ca ego ies: echnical, comme cial, inancial, secu i y, accoun ing, and manage ial. His ocus
on he manage ial unc ion led o he iden i ica ion o i e co e asks: planning, o ganizing,
commanding, coo dina ing, and con olling. Planning in ol es se ing objec i es and
de eloping ac ion plans; o ganizing e e s o he a angemen o esou ces; commanding is
ela ed o leading pe sonnel; coo dina ing ensu es he alignmen o e o s; and con olling
e i ies he consis ency o ou comes wi h ini ial plans.
Beyond echnical and o ganiza ional compe encies, mode n leade ship li e a u e highligh s
he signi icance o emo ional and social skills, pa icula ly asse i eness. Asse i eness is o en
misunde s ood as me ely he abili y o say "no"; howe e , i encompasses he b oade capaci y
o open, hones , and espec ul communica ion wi hou in inging on he igh s o o he s
(Goleman, 1997; Bazan-Bulanda e al., 2020). Asse i e indi iduals can exp ess hei needs,
opinions, and eelings clea ly while main aining posi i e ela ionships and os e ing us wi hin
he o ganiza ion.
Goleman (1997) and o he schola s emphasize ha asse i eness is no an inhe en
pe sonali y ai bu a lea nable skill, c ucial o e ec i e leade ship. Asse i e manage s can
es ablish heal hy bounda ies, manage in e pe sonal con lic s cons uc i ely, and main ain high
le els o pe sonal in eg i y and sel - espec . They e ec i ely balance hei own igh s and he
igh s o o he s, p omo ing a coope a i e and empowe ing wo k en i onmen .
Con e sely, non-asse i e beha io s - such as passi e, agg essi e, o pseudo-asse i e
communica ion - can unde mine manage ial e ec i eness (Klos, 2017). Passi e manage s may
ail o de end hei posi ions, agg essi e manage s may damage wo kplace ela ionships,
and pseudo-asse i e manage s may c ea e con usion and dis us . Thus, de eloping ue
asse i eness skills is essen ial o sus ainable leade ship.
In e nal dialogues and sel -pe cep ions play a c i ical ole in ei he suppo ing o sabo aging
asse i e beha io . Nega i e in e nal monologues illed wi h sel -doub o ca as ophic hinking
pa e ns can se e ely es ic a manage ’s abili y o ac asse i ely (Klos, 2017). Iden i ying and
e aming such hough pa e ns is essen ial o building con idence and enhancing
communica ion e ec i eness.
Analysis o manage ial beha io s… 189
Pa ween (2022) conduc ed an empi ical s udy examining he in luence o di e en
leade ship s yles - democ a ic, au oc a ic, and ins uc ional - on he p oduc i i y o academic
s a in p i a e uni e si ies in Vadoda a, India. The esul s indica e ha bo h democ a ic and
ins uc ional leade ship s yles ha e a posi i e impac on employee pe o mance, whe eas
au oc a ic leade ship was ound o exe minimal in luence. While he s udy o e s aluable
insigh s in o leade ship e ec i eness wi hin academic ins i u ions, i does no add ess he
si ua ional lexibili y o leade s o he ex en o which leade ship s yles e ol e in esponse o
con ex ual demands. The p esen esea ch seeks o build upon hese indings by explo ing he
dynamic applica ion o leade ship s yles ac oss di e se manage ial con ex s, wi h pa icula
emphasis on beha io al adap a ion o changing ci cums ances (Pa ween, 2022).
Se iawan e al. (2021) highligh he signi ican impac ha di e en leade ship s yles exe
on employee p oduc i i y wi hin o ganiza ional se ings. Thei compa a i e s udy e eals ha
au oc a ic leade ship o en co ela es wi h educed depa men al e iciency, mani es ed in
issues such as absen eeism and low mo ale. In con as , egali a ian, ans o ma ional,
and ansac ional leade ship s yles a e shown o enhance employee engagemen , mo i a ion,
and o e all pe o mance. These indings unde sco e he impo ance o adop ing leade ship
s yles ha align wi h he psychological and ope a ional needs o employees. Howe e , he s udy
o e s a s a ic pe spec i e, ocusing p ima ily on gene alized ou comes a he han on he
con ex ual applica ion o leade ship beha io s. I does no conside how leade s adjus hei
s yle in esponse o speci ic eam dynamics o shi ing o ganiza ional condi ions (Se iawan
e al.2021).
While classical heo ies such as Min zbe g's manage ial oles and Fayol's unc ional
app oach p o ide a ounda ional unde s anding o manage ial esponsibili ies, he p esen s udy
ope a ionalizes manage ial beha io using Blancha d’s si ua ional leade ship model.
This model was selec ed due o i s p ac ical applicabili y and clea ca ego iza ion o manage ial
esponses ac oss ins uc ional, eaching, suppo i e, and delega ing s yles — which closely
align wi h he in e pe sonal and adap i e compe encies emphasized by Goleman (1997) and
o he s. These cons uc s se e as he p ima y a iables measu ed in ou diagnos ic
ques ionnai e.
3. Resea ch me hodology and case desc ip ion
Manage s - ega dless o he le el a which hey unc ion - play a key ole in building
e ec i e eams, shaping o ganiza ional cul u e, esol ing con lic s, and mo i a ing employees
o ac . In he ace o dynamic ma ke changes, inc easing digi iza ion and g owing expec a ions
o leade s, he ques ion is inc easingly being asked no so much “wha a manage does”,
bu “how he o she does i ” - ha is, wha a i udes, s yles and beha io s he o she displays in
190 E. Gó ka, D. Ba an, M. Ćwiąkała, G. Wojak, R. Ma czuk e al.
managemen p ac ice. The beha io o manage s has a di ec impac on he unc ioning o en i e
o ganiza ions - i a ec s he a mosphe e o wo k, he le el o employee in ol emen ,
he e iciency o ask pe o mance and he eadiness o eams o adap in a ola ile en i onmen .
The e o e, he analysis o hese beha io s is becoming no only a subjec o in e es in
managemen science, bu also a eal need o business p ac ice. The iden i ica ion o dominan
managemen s yles can con ibu e o a be e unde s anding o he mechanisms o people
managemen and he o mula ion o ecommenda ions o imp o ing manage ial compe ence.
The s udy aims o highligh an in-dep h analysis o manage s' beha io in he con ex o
managing human eams in a company. In pa icula , i ocuses on he iden i ica ion o
managemen s yles, hei de e minan s and po en ial consequences o he unc ioning o he
eam and he o ganiza ion as a whole. To his end, a esea ch me hodology was de eloped based
on a p o en diagnos ic ool - Kenne h Blancha d es - known o i s p ac ical applica ion in
iden i ying managemen s yles. The s udy was conduc ed in a g oup o 10 selec ed companies.
The p ima y esea ch ool was a specially de eloped diagnos ic ques ionnai e, consis ing
o 20 ques ions. The ques ionnai e was cons uc ed on he basis o he Blancha d es , which is
used o assess manage ial beha io and iden i y managemen s yles. The su ey was si ua ional
in na u e - he ques ions p esen ed a speci ic si ua ion ha could occu in he daily ope a ion o
a company. The su ey pa icipan (manage /leade ) was asked o selec one o ou possible
answe s (labeled A-D), which e lec ed di e en s yles and s a egies o esponding o a gi en
si ua ion. An example ques ion was: “You eam has eco ded excellen job pe o mance o e
he pas wo yea s. Howe e , due o ac o s beyond hei con ol, you employees ha e ecen ly
expe ienced h ee majo ailu es. Thei mo ale and wo k pe o mance ha e d opped
d ama ically and you boss is conce ned abou his. How would you beha e in a eam mee ing?”
Ques ions o his ype we e designed o s imula e c i ical and analy ical hinking, as well as
e lec ion on one's own leade ship s yle. O he ques ions ocused on in e pe sonal ela ions
wi hin he eam, he le el o us , he abili y o mo i a e and delega e asks, and openness o
inno a ion and new ideas.
Each esponse ep esen ed a speci ic managemen s yle: ins uc ional, suppo i e,
delega ing o eaching. The ins uc i e s yle is based on p ecise goal se ing and de ailed
ins uc ion o he employee. In his case, he leade assumes he ole o eache and o ganize ,
who no only plans and se s asks, bu also ac i ely supe ises hei implemen a ion.
This equi es a high le el o commi men , pa ience and de eloped communica ion skills om
he supe iso , especially in e ms o lis ening and gi ing clea ins uc ions. The eaching s yle,
combines leade ship wi h ac i e suppo o he employee. The leade in his case p o ides he
necessa y in o ma ion and ins uc ions, bu a he same ime lea es oom o independen
decision-making. The key ask o he manage is o build he employee's sel -con idence,
encou age ini ia i e and allow him o choose he bes solu ion o he p oblem in his opinion.
The suppo i e s yle, also known as a ilia i e, implies a mo e collabo a i e ela ionship
be ween he leade and he eam membe . The manage ocuses on building us , open
Analysis o manage ial beha io s… 191
communica ion and sha ing his expe ience. By ac i ely lis ening, gi ing p aise and helping o
o e come di icul ies, he leade assis s he employee in de eloping au onomy and decision-
making. The delega ing s yle, o en e e ed o as au oc a ic- isiona y, is cha ac e ized by
a high le el o employee au onomy. The leade consciously delega es esponsibili y o daily
decisions o eam membe s, suppo ing hei independence and ini ia i e. He o she encou ages
new challenges and c ea es condi ions o independen ac ion, wi hd awing om di ec
in luence on decision-making, bu emaining a men o and isiona y p o iding di ec ion.
A e collec ing he esponses, he da a was en e ed in o an analysis able, whe e each
esponse was assigned a co esponding managemen s yle. The analysis shee consis ed o ou
columns co esponding o di e en managemen s yles, and he sum o he sco es in each
column indica ed he dominan s yle o a gi en manage . Thus, he ques ionnai e made i
possible no only o diagnose he cu en managemen s yle, bu also o iden i y ends and
possible dispa i ies in he use o ce ain managemen s a egies. This app oach allowed
an in-dep h quali a i e and quan i a i e analysis o manage ial beha io in he su eyed
companies.
4. Resea ch esul s
A summa y o he su ey esul s o all 10 companies, co esponding o he 20 su ey
ques ions asked, is p esen ed in pie cha s om 1 o 12 and in Table numbe 1 which shows he
sys em o collec ing esponses and ans o ming hem in o a p e e ed managemen sys em.
The able is a anged acco ding o managemen s yles (ins uc i e s yle, eaching s yle,
suppo i e s yle, delega ing s yle) in an iden ical manne o each su ey pa icipan as shown
in Table 1.
In he cha s showing he esul s o he Blancha d es o each company, he managemen
s yles dominan in ha company ha e been bolded in he legend. This makes i possible o
quickly iden i y he p e e ed managemen s yle o each leade , acili a ing compa ison
be ween companies and analysis o he dis ibu ion o s yles ac oss he esea ch sample.
192 E. Gó ka, D. Ba an, M. Ćwiąkała, G. Wojak, R. Ma czuk e al.
Table 1.
P e e ed managemen s yle acco ding o Blancha d es o company numbe 1
Su ey ques ion numbe
Types o managemen s yles
Ins uc ional s yle
Teaching s yle
Suppo i e s yle
Delega ing s yle
1
A
B
C
D
2
A
B
C
D
3
A
B
C
D
4
A
B
C
D
5
A
B
C
D
6
A
B
C
D
7
A
B
C
D
8
A
B
C
D
9
A
B
C
D
10
A
B
C
D
11
A
B
C
D
12
A
B
C
D
13
A
B
C
D
14
A
B
C
D
15
A
B
C
D
16
A
B
C
D
17
A
B
C
D
18
A
B
C
D
19
A
B
C
D
20
A
B
C
D
To al poin s
5
5
6
4
Analysis o he collec ed da a showed he ollowing b eakdown o he dominan
managemen s yles in he sample:
Suppo i e (a ilia i e) s yle:
o The dominan s yle in 6 o he 10 companies su eyed, accoun ing o 60% o he
sample analyzed.
o This s yle ecei ed he highes o al numbe o indica ions in all pa icipan
esponses.
Delega ing s yle:
o The delega ing s yle eme ged as he dominan s yle in 3 companies, accoun ing o
30% o he sample.
o The numbe o indica ions o he delega ing s yle was in second place compa ed o
he o he s yles.
Teaching s yle:
o The eaching s yle was iden i ied as dominan in only 1 company (10% o he
sample).
o This s yle occu ed wi h low equency compa ed o he o he wo s yles.
Ins uc ional s yle:
o None o he manage s su eyed iden i ied ins uc ional s yle as dominan , esul ing
in a sco e o 0% in his ca ego y.
Analysis o manage ial beha io s… 193
The summa y o he esul s in bo h nume ical and pe cen age o m makes i possible o
clea ly s a e ha he mos equen ly eme ged, dominan managemen s yle was a suppo i e
a i ude, which is con i med by bo h indi idual assessmen s and he combined analysis o all
esponden s.
In addi ion, he esul s a e isualized in he o m o g aphs shown in Figu es 1-10, whe e
he s yle ha was ma ked as dominan in a gi en company is bolded in he legend o each g aph.
This makes i possible o quickly compa e he esul s be ween di e en companies and ge
a clea pic u e o he dis ibu ion o managemen s yles in he su eyed g oup.
The esul s a e isualized in he o m o g aphs shown in Figu es 1-10, whe e he s yle ha
is ma ked as dominan in a gi en company is bolded in he legend o each g aph. This makes i
possible o quickly compa e he esul s be ween di e en companies and ge a clea pic u e o
he dis ibu ion o managemen s yles in he s udied g oup.
Figu e 1. Summa y o answe s o he Leade o he en e p ise numbe 1 acco ding o he Blancha d
es .
Figu e 2. Summa y o answe s o he Leade o he en e p ise numbe 2 acco ding o he Blancha d
es .
25%
25%
30%
20%
Blancha d es - analysis o manage ial beha io
Ins uc ional s yle Teaching s yle Suppo i e s yle Delega ing s yle
30%
15%
30%
25%
Blancha d es - analysis o manage ial beha io
Ins uc ional s yle Teaching s yle Suppo i e s yle Delega ing s yle
200 E. Gó ka, D. Ba an, M. Ćwiąkała, G. Wojak, R. Ma czuk e al.
6. Conclusions and u u e esea ch implica ions
The conduc ed s udy p o ides aluable insigh s in o he beha io al p e e ences and
leade ship s yles o manage s ac oss en companies, based on he diagnos ic amewo k o he
Blancha d es . The dominan p esence o he suppo i e (a ilia i e) managemen s yle ac oss
he sample indica es a signi ican emphasis on in e pe sonal ela ions, eam cohesion,
and employee well-being. This aligns wi h con empo a y leade ship li e a u e, which
emphasizes emo ional in elligence, asse i eness, and us -building as c i ical elemen s o
e ec i e managemen (Goleman, 1997; Bazan-Bulanda e al., 2020).
Ou indings ein o ce he heo e ical amewo k p esen ed in ea lie s udies (Pa ween,
2022; Se iawan e al., 2021), which show ha leade ship s yles o ien ed owa d collabo a ion
and psychological sa e y end o os e highe le els o employee mo i a ion and o ganiza ional
ha mony. The suppo i e s yle iden i ied in his esea ch co esponds closely wi h democ a ic
and ans o ma ional leade ship, p e iously linked wi h imp o ed p oduc i i y and
engagemen . Howe e , he s udy expands on hese indings by showing ha while a ilia i e
leade ship builds s ong bonds, i mus be complemen ed by clea goal se ing and eedback
mechanisms o a oid ine iciencies and pe o mance declines.
The analysis o s yle co ela ions adds an addi ional laye o unde s anding, e ealing ha
some leade ship s yles (e.g., ins uc ional and suppo i e) unc ion in opposi ion, while o he s
(e.g., ins uc ional and delega ing) may coexis lexibly depending on he con ex .
This unde sco es he impo ance o si ua ional leade ship lexibili y. Ou indings sugges ha
e ec i e leade s adap hei s yles luidly, depending on employee ma u i y, ask complexi y,
and en i onmen al ola ili y.
P ac ical implica ions o his esea ch a e conside able o bo h manage ial aining and
o ganiza ional de elopmen :
Leade ship de elopmen p og ams should p io i ize eaching manage s o diagnose
si ua ional a iables and consciously adjus hei beha io .
Suppo i e leade ship should be complemen ed by asse i e eedback skills and ision-
based delega ion, especially in as -changing o pe o mance-o ien ed en i onmen s.
O ganiza ions may conside in eg a ing diagnos ic ools such as he Blancha d es in o
hei HR p ac ices o os e sel -awa eness and s yle adap abili y among leade s.
C ea ing mixed-s yle leade ship en i onmen s (e.g., combining suppo i e and
delega ing app oaches) may help balance emo ional engagemen wi h pe o mance
ou comes.
Analysis o manage ial beha io s… 201
Despi e i s con ibu ions, his s udy has se e al limi a ions:
The sample was ela i ely small (10 companies), limi ing he gene alizabili y o
indings ac oss indus ies and cul u es.
The da a was de i ed om sel -assessmen ques ionnai es, which may be in luenced by
social desi abili y bias o sel -pe cep ion dis o ions.
The s udy p esen s a c oss-sec ional snapsho o leade ship beha io , wi hou
accoun ing o changes o e ime o unde di e en o ganiza ional condi ions.
Fu u e esea ch should conside longi udinal app oaches o be e unde s and how
leade ship s yles e ol e in esponse o ex e nal shocks, o ganiza ional ansi ions, o pe sonal
de elopmen . Expanding he esea ch ac oss di e en indus ies, cul u al con ex s,
and company sizes would also o e b oade applicabili y. Mo eo e , u u e s udies could
examine how leade ship s yle combina ions (hyb id s yles) impac speci ic ou comes such as
inno a ion a es, s a e en ion, o esilience in imes o c isis. Gi en he g owing impo ance
o digi al ans o ma ion and emo e leade ship, addi ional ocus on how managemen s yles
ansla e in o i ual eam se ings would be highly bene icial.
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