Marko Jaklič
Biographic Data
| ID | 6804145 |
|---|---|
| NAME | Marko Jaklič |
| GIVEN NAMES | Marko |
| FAMILY NAME | Jaklič |
| SIGNATURE | JAKLIČ M |
| AFFILIATIONS | Centre of Excellence for Biosensors, Instrumentation and Process Control |
| VERIFIED | No |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 4 |
| AUTHOR COUNT | 2 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2013 |
| H-INDEX | 1 |
Authentic leadership, creativity, and innovation
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hier…
Comparing leadership practices between the United States, Nigeria, and Slovenia
The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and Nigeria. It uses the visionary approach to leadership as developed by Kouzes and Posner (1987), who have identified five leadership practices (actions or behaviors) employed by effective leaders. Hypotheses about expected differences in the usage of those practices were developed …
Authentic leadership, creativity, and innovation
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hier…
Comparing leadership practices between the United States, Nigeria, and Slovenia
The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and Nigeria. It uses the visionary approach to leadership as developed by Kouzes and Posner (1987), who have identified five leadership practices (actions or behaviors) employed by effective leaders. Hypotheses about expected differences in the usage of those practices were developed …
Authentic leadership, creativity, and innovation
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hier…
Job Satisfaction and Organizational Behavior (2 works) · Psychology (2 works) · Social Psychology (2 works) · Authentic leadership (1 works) · Charisma (1 works) · Computer Science (1 works) · Creativity (1 works) · Creativity in Education and Neuroscience (1 works) · Cultural Differences and Values (1 works) · Economics (1 works)