Style współpracy menedżera operacyjnego z utalentowanymi realizatorami zadań (na przykładzie organizacji sportowych)
Styles in cooperation between operational manager and talented task executors (on the example of sport organizations)

Summary/Abstract: Contemporary organizations, particularly service companies, expect their employees (especially those working on the “operational level”, regardless of their formal position) to effectively use social and specialist competence. The paradigm of styles in cooperation between operational menedżer and task executor, formulated by Ryszard Panfil and defining four styles (“directing”, “training”, “delegating” and “coaching”), was used as a basis for conducting research that allowed to identify the styles of cooperation between talented players and national teams’ menedżers. The results reveal that the patterns of cooperation exhibit the use of varying combinations of all these styles. However, the directing style usually dominates. Training and delegating styles are used much less extensively, while coaching style is only used to a minimum extent.

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