1. LEADING STYLE IN MEDIUM AND BIG COMPANIES IN BOSNIA AND HERZEGOVINA Lidija Lesko Zdenko Klepić Faculty of Economics University of Mostar

2. Leading, besides planning, organizing, staffing, and controlling, is one of main functions of management. Leading, besides planning, organizing, staffing, and controlling, is one of main functions of management. It is often pointed out that it is the most important function because success of management does not depend so much on any other function as it does on the function of leading. It is often pointed out that it is the most important function because success of management does not depend so much on any other function as it does on the function of leading. Leader can realize its influence on behaviour of others in several ways, so we can speak on various styles of leading. Leader can realize its influence on behaviour of others in several ways, so we can speak on various styles of leading.

3. The research of leading style comprised total 30 medium (50-250 employees) and big (more than 250 employees) BIH companies of different scope of activities. The research of leading style comprised total 30 medium (50-250 employees) and big (more than 250 employees) BIH companies of different scope of activities. The research was carried out by means of a survey questionnaire. The research was carried out by means of a survey questionnaire. The sending and receiving of questionnaires was done by post. The sending and receiving of questionnaires was done by post.

4. Leading style is analyzed by Likert’s model witch defines four styles i.e. systems of management: 1. Extremely-authoritative (System 1) 2. Benevolently-authoritative (System 2) 3. Consultative (System 3) 4. Participative (System 4)

5. Dimensions: (1) motivation, (2) communications, (3) decision-taking, (4) interaction and impact, (5) goals, (6) control.

6. (1) Motivation type of motive, type of motive, responsibility for accomplishment of goals. responsibility for accomplishment of goals.

7. (2) Communications usual course of information, usual course of information, acceptance of information by employees, acceptance of information by employees, accuracy of information sent by employees, accuracy of information sent by employees, managers being acquainted with problems of employees. managers being acquainted with problems of employees.

8. (3) Decision-taking decision-taking level, decision-taking level, participation of employees in decision-taking, participation of employees in decision-taking, presence of decentralized decision-taking. presence of decentralized decision-taking.

9. (4) Interaction and influence reliability and confidence of the superiors to the employees, reliability and confidence of the superiors to the employees, feeling free in conversation with superior, feeling free in conversation with superior, use of ideas of employees by superiors. use of ideas of employees by superiors.

10. (5) Goals way of goal settings, way of goal settings, presence of resistance to goals. presence of resistance to goals.

11. (6) Control bearer of the work and running business control, bearer of the work and running business control, presence of resistance to the rules of work, presence of resistance to the rules of work, purpose of control data. purpose of control data.

12. Total estimation of leading style

14. Total estimation of leading style regarding the job position of respondent

15. Total estimation of leading style regarding the size of company

16. Conclusion Results of the research show that in medium and big BIH companies benevolently-authoritative leading style prevails (System 2) with elements of consultative style (System 3). Results of the research show that in medium and big BIH companies benevolently-authoritative leading style prevails (System 2) with elements of consultative style (System 3). Characteristics of benevolently-authoritative style are especially manifested with variables of decision-taking. Relatively high level of centralized decision-taking is present – decision are taken mainly at the top, without or with rather little delegating. Elements of this leading style are reflected in not quite known problems of employees by managers as well as in tendency of management to use material factors and factors of force as the means for performing tasks rather than participation of employees. Characteristics of benevolently-authoritative style are especially manifested with variables of decision-taking. Relatively high level of centralized decision-taking is present – decision are taken mainly at the top, without or with rather little delegating. Elements of this leading style are reflected in not quite known problems of employees by managers as well as in tendency of management to use material factors and factors of force as the means for performing tasks rather than participation of employees. On the other hand, elements of consultative leading style are dominant with variables of goal and especially with control variables. Function of work control and business operation is carried out by all managers (sometime by employees themselves), while control data are mainly used for awards, as well as for self- orientation of work of employees. On the other hand, elements of consultative leading style are dominant with variables of goal and especially with control variables. Function of work control and business operation is carried out by all managers (sometime by employees themselves), while control data are mainly used for awards, as well as for self- orientation of work of employees.