<p>Disertacija se bavi uticajem odnosa s medijima (MR) na pojedine organizacione i poslovne performanse, u preduzećima u Srbiji. Konkretno, diesrtacija obuhvata uticaj odnosa s medijima (MR) na zadovoljstvo komunikacijom (CS), korporativni kredibilitet (CC), finansijske performanse (FP), distancu moći (PD), orjentaciju ka budućnosti (FO) i su&scaron;tinsko transformaciono liderstvo (CTL). Podaci su dobijeni anketiranjem N = 394 srednja menadžera iz 123 preduzeća u Srbiji. Od metoda statističke obrade podataka kori&scaron;ćeni su: deskriptivna statistika, korelaciona analiza, regresiona analiza, t-test i hijerarhijska regresiona analiza. Osnovni zaključci istraživanja su: 1. Korelacije između uticaja odnosa s medijima i organizacionih i poslovnih performansi su statistički značajne, snažne i pozitivne, u najvećem broju slučajeva. Najveći uticaj na organzacione i poslovne performanse imaju savremeni mediji. 2. Odnosi s medijima imaju mali uticaj na korporativni kredibilitet, a taj uticaj se ostvaruje, pre svega, preko savremenih medija. 3. Među finansijskim performansama, odnosi s medijima naročito pozitivno utiču na trži&scaron;ni udeo i rast prodaje. 4. Za povećanje organizacionih performansi, preduzeća bi posebno trebala da posvete pažnju savremenim medijima, kao i prisutnosti direktora u medijima. 5. Za povećanje finansijskih performansi, preduzeća bi posebno trebala da posvete pažnju, kako savremenim, tako i tradicionalnim medijima, pri čemu prisutnost preduzeća u medijima ima prednost nad prisustvom direktora u medijima. 6. Unapređenjem odnosa s medijima, preduzeće stvara dobru osnovu za podizanje nivoa organizacionih i poslovnih performansi.</p> / <p>The dissertation deals with the impact of media relations (MR) on certain organizational and business performances in Serbian companies. Specifically, the dissertation deals with the impact of media relations (MR) on communication satisfaction (CS), corporate credibility (CC), financial performance (FP), power distance (PD), future orientation (FO) and core transformational leader behaviour (CTL). The data were obtained using questionnaires completed by N = 394 middle managers from 123 companies in Serbia. The statistical methodologies that were used in the data analysis are: descriptive statistics, correlation analysis, regression analysis, t-test and hierarchical regression analysis. The main conclusions of the study are as follows. 1. The correlations between the media relations items and organizational and business performance are statistically significant, strong and positive, in most cases. Modern media have the greatest impact on organizational and business performance. 2. Media relations have little impact on corporate credibility, and that influence is achieved primarily through modern media. 3. In terms of financial performance, media relations have a particularly positive influence on market share and sales growth. 4. To increase organizational performances, companies should pay close attention to modern media, as well as to the presence of the CEO in the media. 5. To increase business (financial) performance, companies should pay considerable attention to both modern and traditional media, while the company&rsquo;s media presence has an advantage over that of the CEO.</p>

<p>U radu su prikazani rezultati istraživanja uticaja etiĉnog pona&scaron;anja lidera (EL) na pojedine individu- alne i organizacione performanse, u preduzećima u Srbiji. Konkretno, istraživanje obuhvata ispitivanje uticaja etiĉnog pona&scaron;anja lidera (EL) na zadovolj- stvo poslom (JS), organizacionu posvećenost (OCM), finansijske performanse (FP), zadovoljstvo komunikacijom CS) i organizaciono uĉenje (OL). Pored toga, ispitana su moderatorna dejstva ĉetiri moderatora: LMX4 - profesionalnog respekta prema lideru (LMX dimenzija), ITW4 poverenja u akcije menadžmenta (dimenzija meĊusobnog poverenja na poslu) pola ispitanika i godina starosti ispitanika, na odnos etiĉnog pona&scaron;anja lidera i posmatranih performansi. Podaci su dobijeni anketriranjem N = 380 srednjih menadžera iz 102 preduzeća u Srbiji. Od metoda statistiĉke obrade podataka kori&scaron;ćeni su: deskriptivna statistika, korelaciona analiza, regresi- ona analiza, i hijerarhijska regresiona analiza za ispitivanje moderatornog dejstva.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona- &scaron;anja lidera na zadovoljstvo poslom, organizacionu posvećenost i finansijske performanse su: 1. Dimenzije etiĉnog pona&scaron;anja lidera koje imaju najveći uticaj na posmatrane performanse su: Skala etiĉkog liderstva (EthicalLeadershipScale), kao generalna dimenzija, Podela moći, Orijentacija na ljude i po&scaron;tenje (Power sharing, People orientation and Fairness). 2. Visoko etiĉno pona&scaron;anje lidera naj- vi&scaron;e doprinosi sledećim dimenzijama zadovoljstva poslom: zadovoljstvo platom, &scaron;anse za napredovanje i dodatne privilegije. 3. Od finansijskih stavki (fina- ncial performance items), visoko etiĉno pona&scaron;anje lidera najvi&scaron;e utiĉe na produktivnost i profitabilnost. 4. Etiĉno pona&scaron;anje lidera ima snažniji pozitivan uticaj na organizacione performanse nego na finan- sijske performanse. 5. Kada su u pitanju moderatori LMX4 &ndash; profesionalni respekt prema lideru (LMX dimenzija) i ITW4 &ndash; poverenje u akcije menadž- menta (dimenzije meĊusobnog poverenja na poslu), zakljuĉak je da kod oba moderatora postoji sliĉan smer delovanja moderacije: u nepovoljnim uslovima (niska struĉnost lidera / nedostatak poverenja u<br />strategijsko delovanje lidera) etiĉno pona&scaron;anje lidera ima znatno veći uticaj na posmatrane performanse.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona&scaron;anja lidera na zadovoljstvo komunikacijom i organizaciono uĉenje su: 1. Etiĉno pona&scaron;anje lider- stva ima dvostruki uticaj: a) pojedinaĉni, liĉni, ljudski, koji vi&scaron;e deluje na zadovoljstvo komuni- kacijom, i b) organizacioni, sistemski, koji vi&scaron;e deluje na organizaciono uĉenje. 2. Postoji izraženo pozitivno prediktivno dejstvo dimenzija etiĉnog pona&scaron;anja liderana dimenzije zadovoljstva komunikacijom i dimenzije organizacionog uĉenja. 3. Moderatorno dejstvo pola ispitanika na posmat- rane odnose je veoma slabo. Kod žena postoji snažniji pozitivan uticaj dimenzija etiĉnog pona&scaron;anja lidera na posmatrane performanse, dok je kod mu&scaron;karaca taj uticaj pozitivan, ali slabiji. 4. Moderatorno dejstvo godina starosti ispitanika na posmatrane odnose snažno je izraženo kod pojedinih dimenzija zadovoljstva komunikacijom, dok je kod dimenzija organizacionog uĉenja veoma slabo. Kod starijih srednjih menadžera postoji snažniji pozitivan uticaj dimenzija etiĉkog pona&scaron;anja lidera na posmatrane performanse, dok je kod mlaĊih srednjih menadžera ovaj uticaj pozitivan, ali slabiji.</p> / <p>The paper presents the results of the study of the influence of the leader&#39;s ethical behavior on individual and organizational performance in enterprises in Serbia. Specifically, the study consists of the examination of the (EL) influence on job satisfaction (JS), organizational commitment (OCM), financial performance (FP), satisfaction with communication CS) and organizational learning (OL). In addition, best of theseaspects have been examined: (LMX dimension). ITW4 trust in the<br />management actions (dimension of mutual trust at work), gender and age of examiness, ethical behavior of leaders to bserved performance ratio. The data were obtained by interviewing N = 380 middle managers from 102 companies in Serbia according to methods of statistical data processing that were used: descriptive statistics, correlation analysis, regression analysis, and hierarchical regression analysis for testing moderating facts. The main conclusions of research on the effect of ethical behavior of leaders in job satisfaction, organizational commitment and financial performance are: 1. The observeddimensi- ons of ethical behavior of leaders that have the greatest influence on performance are: Skala ethical leadership (Ethical Leadership Scale), as a general dimensions, division of power, Orientation to people and to honesty (Power sharing, People orientation and Fairness). 2. The high ethical behavior of the leader contributes most to the following dimensions of job satisfaction, satisfaction with salary, chances for advancement and additional privileges. 3. As for financial performance items, the high ethical behavior of the leader has the greatest influence on productivity and profitability. 4. The ethical behavior of a leader has a stronger positive impact on organizational performance than on financial one. 5. When it comes to moderators LMX4 - professional respect for the leader (LMX dimension) and ITW4 - confidence in management actions (the dimensions of mutual trust at work), the conclusion is that both moderators have a similar direction of moderation: under unfavorable conditions (low The competence of the leader / lack of confidence in the strategic performance of the leaders) the ethical behavior of the leader has a significantly greater impact on the observed performance. The basic conclusions of the study of the influence of the leaders&#39; ethical behavior on communication satisfaction and organizational learning are: 1. Ethical leadership behavior has a twofold effect: a)individual, personal, human, which no longer improves the pleasure of communication, and b) organizational, systemic, which no longer works on organizational learning. 2. There is a strong positive predictive effect on the dimension of the<br />ethical behavior of the leader on the dimensions of communication satisfaction and the dimension of organizational learning. 3. The moderate effect of half the respondents on the observed relationships is very poor. In women, there is a stronger positive impact on the dimensions of the ethical behavior of the leader on the observed performances, while in men this effect is positive, but weaker. 4. The moderate effect of the age of the examinees on the observed relationships is strongly expressed in certain dimensions of satisfaction with communication, while in the dimensions of organizational learning it is very weak. In older middle managers there is a stronger positive impact dimensions of ethical behavior of leaders on observed performance, while in the younger middle ones, the impact is positive, but weaker.</p>