BALANCE OF LEADERSHIP AND MANAGEMENT IN ORGANIZATIONS OF UZBEKISTAN AND ITS IMPACT ON EMPLOYEE PERFORMANCE
Abstract
This article examines the balance between leadership and management in organizations of Uzbekistan and analyzes its impact on employee performance and organizational effectiveness. In the contemporary economic environment, organizational performance is largely determined by the quality of managerial processes, leadership style, and the level of employee engagement. Leadership and management are considered complementary components of organizational governance that ensure both strategic direction and operational stability. However, an imbalance between these functions may lead to decreased employee motivation, limited initiative, and reduced organizational outcomes.
The study is based on the analysis of academic literature in leadership theory, organizational behavior, and management studies. The findings indicate that many organizations in Uzbekistan demonstrate a dominance of administrative control and managerial supervision, while leadership practices remain insufficiently developed. The paper argues that managerial actions generate specific signals within organizations, which gradually form behavioral norms and directly influence employee performance.
The study also highlights the role of organizational culture and psychological safety in shaping employee engagement and innovation. Furthermore, alternative leadership approaches aimed at enhancing employee initiative, improving organizational effectiveness, and strengthening sustainable performance are proposed. Practical recommendations include the development of leadership competencies, implementation of open communication practices, and improvement of management systems.
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