Analysis of managerial behaviors in business management

Ernest G\'orka, Dariusz Baran, Micha{\l} \'Cwi\k{a}ka{\l}a, Gabriela Wojak, Robert Marszczuk, Katarzyna Olszy\'nska, Piotr Mrzyg{\l}\'od, Maciej Frasunkiewicz, Piotr R\k{e}czajski, Kamil Sa{\l}uga, Maciej \'Slusarczyk and Jan Piwnik

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Abstract: This study explores how different managerial behaviors influence team effectiveness and organizational outcomes, using Kenneth Blanchard's situational leadership model as a diagnostic tool. Conducted across ten companies, the research evaluates leadership adaptability through a scenario-based questionnaire identifying instructional, teaching, supportive, and delegating styles. Results show that the supportive (affiliative) style is dominant, present in 60 percent of surveyed companies, with delegating being second. Correlation analysis reveals strong negative relationships between certain styles, particularly instructional and supportive, indicating that flexibility in leadership is crucial. The findings suggest that over-reliance on any one style may lead to inefficiencies, while a balanced, situational approach enhances decision-making, morale, and adaptability. The research contributes to leadership theory by demonstrating how behavioral combinations, not static traits, influence outcomes. It offers practical implications for managerial training, recommending the integration of diagnostic tools like the Blanchard test to improve style awareness and behavioral flexibility. Limitations include reliance on self-assessment data and a small sample size. Future research should explore longitudinal and cross-industry analyses to assess how leadership behaviors evolve over time or under pressure.

Date: 2025-10
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