KRATKA VSEBINA | Vodje v današnjem spremenljivem, nestabilnem poslovnem okolju težijo k maksimizaciji uspešnosti pogosto s pomočjo neetičnih prijemov (korporacijski škandali, kot so Enron, WorldCom, Adelphia, Parmalat, AIG). Zato se je na področju vodenja pojavil nov konstrukt, avtentično vodenje, ki predstavlja transparentno delovanje vodijv povezavi in sodelovanju z vsemi deležniki organizacije. Tudi strateško ravnanje s človeškimi viri je princip odzivnega delovanja v organizaciji, primernega za turbulentno okolje. Zaradi odzivnosti na spremembe in prekrivajočem se področju vodenja ter aktivnosti ravnanja s človeškimi virije smiselna povezava obeh področij v enoten konceptualni model, ki temelji na preteklih raziskavah z obeh področij. Uvedba novega konstrukta, procesa avtentičnega vodenja, služi kot povezava modela razvijanja avtentičnega vodenja in aktivnosti razvijanja ter uresničevanja strategije strateškega ravnanja s človeškimi viri v treh korakih. To za sodobne učeče se organizacije pomeni trajni vir konkurenčne prednosti. // Leaders in today'schanging, unstable business environment often tend to maximise performance through unethical approaches (corporate scandals such as Enron, WorldCom, Adelphia, Parmalat, AIG). Therefore, a new construct has emerged in the area of leadership, namely authentic leadership, which stands for transparent leading in liaison and co-operation with all stakeholders of the organisation. Strategic human resources management is a way of proactive management that is also suitable for todayćs turbulent environment. Due to a good response to change and the overlapping areas of leadership and activities of strategic human resource management, the idea of connecting areas within a single conceptual model, which is based on past studies of both areas, is logical. The introduction of a new construct, the authentic leadership process, serves as a link between the model of authentic leadership development and the activities of developing and implementing the strategy of strategic human resource management in three steps. This represents a permanent source of competitive advantage for modern learning organisations. |