RAHBARLIK USLUBLARINING XODIMLAR XULQ-ATVORIGA TA’SIR ETISH MEXANIZMLARI: O‘ZBEKISTON TASHKILOTLARI MISOLIDA
DOI:
https://doi.org/10.5281/zenodo.20847257Keywords:
rahbarlik uslublari; xodimlar xulq-atvori; transformatsion rahbarlik; ishtirok; o‘z-o‘zini belgilash nazariyasi; mexanizmlar; O‘zbekiston; “Rahbarlik-Mexanizm-UZ” modeliAbstract
Ushbu maqola rahbarlik uslublarining xodimlar xulq-atvoriga ta’sir mexanizmlarini
O‘zbekiston sharoitida o‘rganadi. 2020–2025-yillarda o‘tkazilgan xalqaro tadqiqotlarda transformatsion rahbarlik
xodimlarning ishtirokini 25–40 foizga oshirgani kuzatilgan, ammo ko‘plab tashkilotlarda avtokratik uslub ustunligi
sababli xodimlar almashinuvi darajasi yuqori bo‘lib qolmoqda. Tahlil nazariy jihatdan transformatsion rahbarlik
nazariyasi, o‘z-o‘zini belgilash nazariyasi (Self-Determination Theory) va xizmatkor-rahbarlik konsepsiyasiga
tayanadi. Maqola Germaniya va Janubiy Koreya tajribalarini solishtirib, O‘zbekiston uchun moslashtirilgan
“Rahbarlik-Mexanizm-UZ” modelini taklif etadi. Model uchta asosiy mexanizmni birlashtiradi: motivatsion,
ijtimoiy almashinuv va raqamli monitoring. Natijada xodimlar xulq-atvori yaxshilanishi va samaradorlikning
20–35 foizga o‘sishi prognoz qilinmoqda
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