Humanistic Approach to Leadership Based on Organizational Conflict Management in Poland

The functional model that is prevalent nowadays in management, both in practice and in scientific reflection is exhausting its heuristic and practical potential. Emphasis is first and foremost placed on the effectiveness, while the particular composite elements of the organization, including people, are treated merely instrumentally. Nevertheless, the most important element of an organization is that of the individual, whose functioning is not solely restricted to fulfilling specific functions. An individual is above all immersed in culture, by means of which he/she is not only a being that reacts to specified incentives (which is the essence of the economic approach), but is first and foremost guided by a set of professed beliefs. The organization in this context ceases to be perceived in a mechanistic way, but is rather perceived as an intricate cultural system in which the key roles are played by values, norms and culturally ingrained patterns of behaviour. Hence, understanding is becoming the key research directive, while also playing an important role in the practice of management. The fall of the work ethos and what ensues from this, professional ethos, leads to the implementation of intricate procedures aimed at the quality control of work, while the rising bureaucratization, particularly in large organizations is to replace typical honesty, hard work and responsibility. However, the effect is the reverse of what was intended. The objectification of an individual in an organization first and foremost gives rise to his/her resistance, while the procedures implemented do not resolve any problems but merely pervasive control. All symptoms of criticism among employees, as well as behaviour that is non-conformative with the procedures are deemed to be counter-productive by the managerial staff. Nevertheless, employees learn how to bypass the procedures quickly.