Transzformációs vezetés és szervezeti reziliencia
A balanced scorecard dimenzióinak közvetítő szerepe a KKV-szektorban
DOI:
https://doi.org/10.14267/VEZTUD.2026.10.01Kulcsszavak:
transzformációs vezetés, szervezeti reziliencia, balanced scorecard, mediátorelemzés, KKVAbsztrakt
A gyorsan változó és bizonytalan környezetben a szervezeti reziliencia kulcsfontosságúvá vált. A transzformációs vezetés a szervezeti képességek és folyamatok fejlesztésén keresztül támogatja a rezilienciát. A vezetés hatásainak értékeléséhez a Balanced Scorecard (BSC) négy dimenziója (tanulás és fejlődés, belső folyamatok, vevő, pénzügy) integrált keretet biztosít. Az Észak-Alföld régióban székhellyel rendelkező KKV-k körében végzett kutatás (n=100) célja annak feltárása, hogy a transzformációs vezetés milyen módon és mértékben befolyásolja a szervezeti rezilienciát, és ebben milyen közvetítő szerepet játszanak a BSC dimenziói. A közvetítőelemzés eredményei arra engednek következtetni, hogy a transzformációs vezetés leginkább a tanulásorientált és vevőközpontú szervezeti kultúra erősítésén keresztül támogatja a szervezeti rezilienciát. Az integrált mediációs modell közel kétszer akkora magyarázó erőt mutat (R2=0,68), mint a mediátormentes modell. Gyakorlati szempontból a vizsgálat hangsúlyozza a vezetésfejlesztés, a szervezeti tanulás és a vevőorientáció stratégiai jelentőségét a szervezeti reziliencia erősítésében.
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