DYNAMICS OF COMMUNICATIVE LEADERSHIP STYLES: EXPERIENCE OF THE UKRAINIAN ORGANIZATION

Abstract

The paper focuses on the results of the study of the shifts in communicative leadership styles practised at the Ukrainian organization as the reflection of overall behavioural and communicative changes in the Ukrainian society, namely, in higher education in the post-Soviet period. The study took place at the Faculty of Foreign Languages, Pavlo Tychyna Uman State Pedagogical University especially addressing the communicative leadership styles realized between 2014 and 2021. Communicative leadership is regarded in terms of the interplay between positional leaders and co-workers in the organization. At the same time, communicative leadership is addressed as a complex psycholinguistic phenomenon. Its potential is viewed as a means for teambuilding, satisfaction of institutional, personal and professional goals and demands in the given situation or context. Correspondently, it is evaluated according to communicative and pragmatic effectiveness, fulfilment of organizational and team tasks connecting co-workers with common goals. We also take into consideration people’s emotional satisfaction after the communication with the leader. We regard a communicative leader as a person who has moral authority in the team, takes responsibility for the staff and unit in a broad sense. We address a communicative leader as a person who suggests concrete thing to deal with the situation, speaks the language people speak, shares the same values and problems with people, thus, uniting and integrating the co-workers. The objective of the research is to analyze and contrast the effectiveness of the communicative leadership styles in the Ukrainian organization, namely, the HEI. The research embraces the following stages: preparatory (analysis of the existing research in the area); research (observing the situational context, discourse analysis of the participants’ responses in the interview, conducting an associative experiment); findings and conclusions (making parallels and diversifying communicative leadership styles and their pragmatic effects for the team and the organization).